There is an urgent need to address the diversity of teachers in leadership positions within schools to highlight the changing demographics of the student population. A diverse leadership team represents the expectation of equality for learners and creates positive stereotypes as opposed to the subordinate roles that are often associated to staff from BAME origin
The statistics present a major concern; the ratio of BAME leaders to BAME students is disproportionate compared to that of their White counterparts. Steve Chalke the founder of the multi-academy trust, Oasis Community Learning, reports that as of 2017, the department of education statistics show that just 3.2 percent of state-funded secondary school head teachers identified as non-white, while for primary school head teachers the figure was 2.4 percent. In January 2016, according to official figures, just 39 secondary headteachers in England identified as black.
This has led to the following concerns;
With no BAME leaders how can we best tackle racism in our schools?
With no BAME leaders how do we encourage BAME students to aspire to be leaders themselves?
With no BAME leaders how do we address the unconscious bias that we are instilling in all our students, of any ethnicity: that leaders are white, and for that matter, most often male and middle-class?
The event ‘Breaking the cycle’ explores how we change the culture and promote BAME leadership in education. This event is hosted by Oasis Community Learning and TES in central London on March 9, 2019.
Break the Cycle – generating equity in education leadership takes place. For more information, click here.
Five years ago, I was disturbed when I researched the statistics of the attainment of Black Caribbean children to find a legacy of underachievement and high levels of exclusion rates in UK public schools. Fast forward to the present day, nothing has changed! As a Black male teacher and scholar of ‘Caribbean’ decent this led me to embrace the responsibility to make a positive change and disrupt systematic educational barriers on a micro and macro level and raise the attainment, aspirations and opportunities for Black and Global Majority (BGM) children.
The latest figures reveal that there has been a sharp rise in permanent exclusions from English state schools. Black Caribbean children are more likely to be identified as having social and emotional difficulties (Lumby and Coleman, 2016). Therefore, Black Caribbean children have a permanent exclusion rate nearly three times higher (0.28 per cent) than the school population as a whole (0.10 per cent) (DfE, 2018). This is a major concern, as those children that are being excluded are five times more likely to go to prison (www.ed.ac.uk).
This is not a current trend, as Black Caribbean students have been overrepresented in permanent exclusions for decades. This is a part of a structure of institutionalised racism where ethnicity has subtly had an impact on perceptions, aspirations and identity of Black youths. This is a system where those who are advantaged by the current system have no interest in opposing change as discussed by Lumby and Coleman (2016).
By having a colour blind ‘one size fits all’ approach, this epidemic will not change the exclusion rates for Black Caribbean children. A cultural approach is needed, addressing the vast range of barriers these children face
Over the upcoming weeks, I will attempt to add more context to the issue by addressing race-specific barriers and the framework of colour-blind racism- the lack of attention allocated towards race and racial identity, that ultimately leads to exclusion and underachievement of Black children.
Lumby, J and Coleman, M (2016) Leading for Equality, Making Schools Fairer. London: Sage.
A diverse group of Year 9 students from Black and Global Majority (BGM) backgrounds designed and presented assemblies focused on community cohesion this week. There aim was to celebrate global cultures within the school population. I was inspired to see the students so passionate and proud to celebrate their backgrounds and challenge any misconceptions.
“We have noticed that a lot of people don’t have much of an understanding of international culture. The Cohesion Project is about tackling issues surrounding discrimination as well as realising that no matter the race, religion, sexuality or culture of someone, we are all one united community and it is important we recognise and appreciate each other’s differences.” Ana, Age 13
The BGM student population has continued to increase annually, from 27.9% to 29.1% between 2016 -2017. Despite this, some schools still maintain a colour-blind stance that overlooks the acknowledgement of cultures from Global backgrounds. Consequently, this unconsciously fuels issues that relate directly to social segregation and community cohesion.
‘Tensions can grow where ethnic groups have segregated themselves from each other – whether by choice or circumstance – in housing, work, leisure and education’ UK Gov (DfES, 2003).’
Following the assemblies, the students will form the new Diversity Champions team. This will work in collaboration with The University Of Manchester’s BAME widening participation programme will be launching the project .
This project has been designed in response to the attack that took place in Manchester at the Ariana Grande concert. Reports of hate crimes and incidents in Greater Manchester rose by 500% in the month following the attack, police figures showed. They included a bomb threat, racist taunts, and graffiti. After this initial spike, and a high of 1,061 reported incidents, the figures have since dropped but remain slightly above 2016 levels.
This project has been designed to equip pupils with the right skills and knowledge to reduce all kinds of prejudice faced by a number of groups in society. It will enable the pupils to learn about a number of issues and topic’s giving them an open space to discuss and learn how to challenge and tackle discrimination. The champions will receive training from a number of partner organisations to improve their knowledge and understanding around mental health, equality and diversity, LGBT rights, conflict resolution and bystander roles and responsibilities.
Thanks again to Catherine Millan and Stephanie Lonsdale for bringing this project to life.
Book of the month- So You Want to Talk About Race by Ijeoma Oluo.
Oluo offers a contemporary, accessible take on the racial landscape in America, addressing head-on issues of privilege, police brutality, intersectionality, micro-aggressions, the Black Lives Matter movement, and the “N” word. Perfectly positioned to bridge the gap between people of colour and white Americans struggling with race complexities, So You Want to Talk About Race answers the questions readers don’t dare ask, and explains the concepts that continue to elude everyday Americans.
Black Asian Minority Ethnic (abbreviated to BAME) practitioners are disproportionately under-represented in leadership positions in Secondary schools in England. There is a lack of inclusivity within the literature supporting the Distributed Leadership (DL) theory; power is currently distributed using the literature as a guidance which has implications due to a colorblind approach (Mabokela and Madsen, 2003) that fails to address issues of race and diversity. This study argues that institutionalized barriers within the recruitment process contribute towards the lack of BAME practitioners in leadership positions, examines the barriers for entry and discusses how the DL structure requires a new outlook in order to become inclusive for all practitioners. This paper concludes with the critical analysis of leadership development programs that are used to support BAME practitioners.
There is increasing concern that Black Asian Minority Ethnic (BAME) teachers are under-represented in all levels of education in England. Furthermore, they are less likely to be promoted into leadership positions compared to their white counterparts (Johnson & Campbell Stevens, 2013; Coleman, 2010; Bush et al, 2006; Steel, 2015; DfE, 2015b). BAME practitioners appointed in leadership positions in secondary schools are only 3.6%, whilst BAME learner numbers have increased since 2006, 27.9% of learners in secondary schools are now from BAME origins (Johnson & Campbell Stevens, 2013, DfE, 2016c). There is an urgent need to address the diversity of teachers in leadership positions within schools to highlight the changing demographic of the student population (Johnson & Campbell Stevens, 2014). A diverse leadership team represents the expectation of equality for learners and creates positive stereotypes as opposed to the subordinate roles that are often associated to staff from BAME origin as discussed by Lumby (2008: 2,19). The statistics present a major concern; the ratio of BAME leaders to BAME students is disproportionate compared to that of their White counterparts.
This report will critically investigate the systematic barriers in education that prevent BAME teachers from attaining a leadership position in secondary schools. The first section of this assignment identifies barriers that a BAME group faces throughout the recruitment process, focusing on labelling, characteristics and discrimination. It will then go on to critically analyse barriers relating to inclusivity associated to the Distributed Leadership framework. It will then proceed to identify the gaps and areas of disregard when addressing issues of equality for BAME groups. Finally, it will analyse dedicated leadership programmes and the use role modelling used to support BAME practitioners.
Barriers and Limitations
Ethnicity and labelling
BAME is the latest terminology used to summarize ethnic groups in England. The main characteristic that people associated to the BAME group have in common, is that they are non-white British within the UK (Lumby and Coleman, 2016; Gillborn, 2008). Aspinal’s (2002) work on collective terminology is complemented by Richardson (2006). The research argues that using the label BAME could present limitations as the term Minority has connotations of inferiority, whilst the majority, being white people, belong to a single dominant group. Whilst the use of Black and Asian does not imply that the two ethnic groups belong to a minority. Ethnic grouping does not cater for the individual needs of different ethnic backgrounds. For example, issues of islamophobia as discussed by (Shah, 2010) is typically directed at Muslims commonly from an Eastern Asian origin may not apply to other ethnic groups within the BAME group. Therefore, issues need to be addressed independently rather than being placed in ‘ethnic groups’ (Corrigan, 2013; Gunter, 2004; Lumby, 2013) as it fails to cater for particular needs of individual ethnic groups.
Conversely, labels can be useful in highlighting areas of discrimination that ordinarily may be missed. If ethnic groups were not differentiated through the use of different labels, it would be more difficult to identify disparities within the education system for different groups of people. Together the studies from Aspinal (2002) and Richardson (2006) provide important insights into the limitations associated to terminology used to label collective ethnic groups. By adopting a more specific labelling system to cater to the needs of individual ethnicities, this might be a possible solution to break the stigma and negativity associated to the existing labels. This is further justified by the diversity of pupil demographics within the school sector in the UK. This view is supported by Lumby and Coleman (2016:108) who draws on the work of Campbell Stevens (2009), who has proposed the new appropriate term, Black and Global Majority (BGM).
Discrimination: Negative vs Positive
Various forms of discrimination (subtle and overt) could negatively impact the progression of BAME teachers going into leadership position as argued by Steel (2015). Studies by Bush et al (2006), Coleman & Campbell Stevens (2010) and Steel (2015) calls our attention to negative discrimination experienced by BAME senior leaders. The practitioners experienced discrimination through racism, negative stereotyping, isolation (Ogunbawo, 2012), low expectations and marginalization into roles relating to ethnicity. Positive discrimination has enabled some BAME practitioners to progress into leadership roles, and have found it advantageous Bush et al (2006). This has been supported by Ofsted Chief, Sir Michael Wilshaw who states in an interview; –
‘If I had two people applying for a job of equal merit and I felt we needed to increase the number of teachers from ethnic minority backgrounds to the staff then I would apply positive discrimination – as long as the two people were of equal merit’ (BBC News, 2015: unpaged)
Cases of positive discrimination are rare compared to the negative discrimination yet has a negative impact on BAME practitioners Ogunbawo (2012). Similarly, Coleman & Campbell Stevens (2010) study with BAME leaders in education concludes that positive discrimination is generally resented as it is counterproductive and has been used to benefit BAME practitioners on an individual basis. A long term solution has been suggested by Lumby, (2016) by schools creating and inclusive ethos that is reflected through training, policies and leadership structures.
Research confirms characteristics relating to race gender, religion and ethnicity have become barriers for progression for BAME (NASUWT and National College 2009; Steel, 2015; Coleman, 2010). Examples of barriers for progression related to characteristics is documented in the early work of Bass (1990), who outlined characteristics that are advantageous to becoming a successful leader. Social background and physical characteristics are two examples documented within the literature that are desirable attributes in increasing a leader’s chances of success.
Not all characteristics are accessible, resulting in inequality as agued by Di Tomaso and Hooijerg, (1996: 173-4) cited Gunter (2006) who states that native born white males have an advantage over other ethnicities in regards to higher paid jobs and promotions. Females in leadership positions are also disproportionately under-represented when compared to white males as discussed by Lumby and Coleman (2007), Fitzgerald (2003), Grant (2005) and Davidson (1992). However, complications arise for BAME females as further implications arise relating to gender and breaking through the concrete ceiling (Davidson, 1997) as biological characteristics relate to gender, whilst race also contributes to the additional discrimination (Coleman and Campbell Stevens, 2010). Leithwood, (2009) reviews traits and cognitive characteristics that are synonymous to leadership in education, but fail to mention characteristics that affect individuals of BAME origin. This is an example of a neutral race free pattern that is common in published literature focusing on Educational leadership. This fails to address characteristics that could be subjected to discrimination as argued by Lumby (2013). It includes ethnicity, gender, sexual orientation and religion; presenting additional barriers for entry before even starting the application stage as discussed by (Coleman & Campbell Stevens, 2010).
Barriers within the recruitment process impact the progression of BAME teachers. Cultural barriers (Steel, 2015), Age (Bush et al, 2006; Coleman, 2010), Gender (Davidson, 1997), Ethnicity (Wilkins & Lall, 2011), Self-Confidence (Johnson & Campbell Stevens, 2013), Isolation and exclusion (Ogunbawo, 2012) are common barriers that prevent BAME practitioners from achieving a leadership position in education, explored by NASUWT and National College (2009). This combined with intersectionality, the focus of multiple characteristics (Lumby and Coleman, 2016), presents a complex picture for BAME practitioners to become appointed into senior roles in education.
During the recruitment process, Intersectionality (Lumby and Coleman, 2016) combined with unconscious bias (Beattie, 2012) is a recipe that could impact BAME applicants through negative discrimination. BAME practitioners are more likely to be stereotyped and profiled during a pre-selection process when applying for a role (Tillman, 2012). In a study by Bertrand and Muller (2004), a thousand resumes with a range of identities with the same credentials were sent out. The resumes contained Caucasian American sounding names and traditional African American names. The study found that White Americans had a 50% advantage of being selected over African Americans.
An example of good practice for encouraging diversity exists at the University of Manchester (University of Manchester, 2016), during the recruitment process they use an Implicit Association Test Beattie (2012), which measures unconscious attitudes to create a fairer employment procedure. A similar system in the secondary education recruitment process would be beneficial to promote quality and diversity. Similarly, the government funded charity, Teach First (2015), has restricted the occurrence of unconscious bias within their own recruitment. Through the ‘Name Blind’ process, a cohort of BAME trainee teachers has increased to 15%. This is evidence that similar ‘nameless’ systems should be considered as policy across the UK workforce as it promotes diversity and reduces discrimination.
Previous research has established that literature supporting the Distributed Leadership (DL) Theory has failed to acknowledge potential issues relating to inclusion, such as race, gender or religion, therefore creating barriers within the structure preventing BAME practitioners being appointed into leadership positions (Lumby 2013). Lumby has also argued that content in leading literature concerning DL, has failed to address fundamental issues of race and gender. Instead, the literature has been designed for practitioners with a unified identity, creating a delusional stance of inclusivity that ultimately excludes members of the BAME community (Gunter, 2004; Lumby, 2013; Johnson & Campbell Stevens, 2013).
DL has become the normative Leadership model in Education (Preedy, 2016; Spillane, 2006; Gunter et al, 2013). Functional approaches attached to the theory were designed to remove dysfunction (Gunter, 2013), so if problems occur, there is a system implemented to distribute responsibilities through to secondary leaders. This has eased the pressure for Headteachers/Principals (Hartley, 2010). Theoretically, this structure is designed to be inclusive, as the label insinuates, and is at the ‘cutting edge’ of thinking about leadership activity in schools’ (Harris, 2003:125). Ultimately, this is not the case. Lumby argues that theories that fail to address or to remain silent regarding barriers in educational leadership, have a detrimental impact on the progression of equality and inclusion (Lumby, 2013; 2016). Therefore, it has been categorized as barrier research as discussed by Johnson & Campbell Stevens, (2014). Inclusivity is an important factor and needs to be clearly defined as one of the core principals within a leadership framework.
Power and Distribution
The distribution of power is categorised under ‘Functional- Descriptive’ where it is focused on the ‘functioning processes’ of schools as discussed by Gunter (2013:6). With DL, the power remains with the Headteacher or Principal through design Spillane (2006), where leaders could decide individually or collectively on how responsibility could be distributed. Gronn (2002) citing Wenger (2000:429) suggests that a multiple leadership structure allows everyone within an organisation to contribute and progress into a leadership position, which is not always the case. In secondary schools, roles are commonly compartmentalized under the distributed leadership framework, with multiple layers of hierarchy. In many cases, power is distributed through subsumption, a hierarchy where each layer of responsibility has incremented power as discussed by Gronn (2002).
The DL theory used as a framework has major implications. The theory is still undefined therefore it is subject to the leader’s interpretation (Lumby and Coleman, 2016b; Harris, 2016). How leaders implement the DL framework relies on the functional roles stated in leadership literature, which typically focuses on how to perform its functions (Storey, 2004). This paradoxically has caused a hierarchical structure where power could be interpreted as delegation rather than distribution, contradicting the inclusive ethos associated to the framework (Lumby, 2016; Harris, 2003; Harris, 2016; Mifsud, 2015). From a leadership perspective, Coleman & Campbell-Stephens (2010) discusses the challenges of BAME leaders distributing power. Practitioners often face racism when in leadership positions, as staff have been undermined by authority based on ethnicity. This presents issues relating to inequalities and power resulting in barriers to lead (Lumby, 2013). Issues of race or any other barriers relating to BAME have not been addressed in any of the leading publications based on distributed leadership, this will need to be addressed in order to create an inclusive leadership framework.
An increasing amount of scholars (Gronn ,2016; Woods, 2016; Diamond and Spillane 2016), have critiqued the DL framework and propose alternative frameworks for DL. This has started to address inclusion and exclusion relating to the BAME community. Woods (2016) argues that social authority is an alternative method used to increase social interactions to break down the hierarchical framework commonly used when implementing a DL framework. Social authority does not have a principal or head of the organization that holds the majority of the power. Diamond and Spillane (2016) have suggested a new theory based on their research on distributed practice by highlighting implications of leadership and BAME communities. This acknowledges the changing environment in demographics in school education. It also mentions the importance of social interaction and the need for additional research. This is a breakthrough into the emergence of a leadership network that addresses issues of equality. In order to become more inclusive to BAME groups, the literature will be more relevant if it addresses the potential limitations and invest in research to improve entry for BAME groups into leadership positions.
Dismantling the concrete Barriers
Government initiatives have been implemented to help increase the number of BAME practitioners in leadership positions (DfE, 2015a). Numbers are increasing as more BAME are joining the teaching profession. New BAME trainee teachers were 14% of the total cohort between 2015 -2016, which was an increase of 2% compared to the previous academic year (DfE, 2015b; 2016b). Despite such increase, there are still not enough teachers joining the profession and a disproportionate amount of BAME trainee teachers underachieve and drop out of Initial Teacher Training (Wilkins, 2011). This is a contributing factor to the under-representation of BAME teachers. Steel (2015) forecasts that an additional 14,429 secondary teachers will need to be appointed to represent the total BAME learners in state funded secondary schools.
According to the charities; The Future Leaders Trust, Teach First and Teaching Leaders, up to 20,000 headteachers and senior leaders are due to retire by the year 2020 (BBC, 2016). This could be significant for schools towards building a diverse workforce in leadership positions in secondary schools in order to better represent the increase of BAME students. Government supported leadership programs such as the Leadership Equality and Diversity Fund, Future Leaders and Teach First have been introduced to increase the number of practitioners including those from BAME background.
Bespoke leadership development programs have been successful in increasing BAME practitioners in leadership positions. Investing in Diversity was set up specifically for BAME, funded by the London Centre of Leadership. Research was conducted focusing on the success of the ‘Investing in Diversity Program’ where 250 BAME participants were interviewed (Johnson and Campbell-Stephens, 2013). Two thirds of the participants who applied for promotion in leadership positions were successful. Almost all participants mentioned that the program was beneficial in clarifying areas of professional development and opened more opportunities to lead. BAME leadership development schemes are successful in preparing BAME candidates and developing confidence to overcome barriers. Bespoke leadership programs have been effective, due to the personalized approach breaking the legacy of ‘colorblind’ (Mabokela and Madsen, 2003; Johnson & Campbell Stevens, 2010; 2014) leadership programs that have failed to address the barriers that exclude BAME practitioners from achieving a leadership position in education. Topics such as social context, moral purpose and cultural awareness are examples of a personalized approach to help BAME practitioners to overcome barriers to promotion as discussed by Coleman (2010) and Johnson and Campbell-Stephens 2010; 2013). On the contrary this has been viewed as positive discrimination (Ogunbawo, 2012: p161) as some professionals have described BAME bespoke leadership programs as ‘patronizing’ and ‘inappropriate’. Ultimately the Investing in Diversity program has developed an innovative way of addressing areas of diversity and inclusion that would be beneficial to incorporate within major leadership development schemes.
The success of Investing in Diversity scheme emphasizes the relevance of dedicated leadership programs to increase the number of BAME in leadership positions and to help BAME practitioners overcome barriers and limitations as discussed in section 1 and 2. Substantial effort is required by mainstream government funded leadership development schemes to ensure that fairness, equality and diversity is embedded to be inclusive for all future leaders Ogunbawo (2012). This would start to increase the representation of BAME practitioners to reflect the diversity of BAME learners.
BAME leaders play an important role for BAME teachers to make a transition into leadership positions, breaking through the metaphorical concrete ceiling as discussed by Coleman (2010), Maylor (2009) and (Steel, 2015). The representation of BAME role models in leadership positions reinforces a positive mindset which will challenge cultural stereotypes and improve aspirations, encouraging BAME practitioners to aspire towards leadership positions in education.
Furthermore, there are also negative role models that plague communities that have become normalised for some youths living within inner city communities, commonly associated with a low economic status. (See Video below). This is an extreme example of negative stereotypes and role models; however, it reinforces the importance of positive role models in all levels of education.
Disclaimer: The following video hasfoul language viewer discretion advised
*Original video credit :Paul Mckenzie
Interviews of BAME headteachers in studies conducted by Johnson & Campbell Stevens (2013) Bush et al (2006) and Steel (2015) has revealed informal groups and mentoring has been beneficial in the pursuit of leadership positions. Contrary, Lumby (2007:106) draws on the work of Delgado (1991) who argues that ‘role modelling is supporting assimilation to the majority’. This relates to the importance of embracing culture and identity Bush et al (2006), these are important characteristics for BAME role models to promote inclusion and diversity. Overall, BAME role models emulate a visual representation of what could be achieved, which is essential to attract quality BAME practitioners in leadership positions. It is vital for leaders to recognize the importance of a diverse leadership structure to address negative stereotypes of BAME being associated to subordinate roles within schools (Colman, 2010) and become role models for the future generation of learners and aspiring leaders from BAME backgrounds.
This report has argued the importance of inclusion throughout the recruitment process and has revealed a range of systematic barriers which have contributed to the under-representation of BAME practitioners in leadership positions. Characteristics associated to BAME practitioners add disadvantage due to additional barriers that could fuel discrimination through the recruitment process, unless unconscious biases are addressed throughout.
Structural barriers within leadership frameworks, such as DL, need to be addressed to become more inclusive to inspire the future generation of teachers from BAME backgrounds, as it provides a route into breaking cultural stereotypes as discussed by Maylor (2009) and Steel (2015).
The government has introduced schemes to improve the number of BAME which has contributed to an increase in BAME practitioners through a range of training recruitment incentives. This has contributed towards an increase of BAME numbers, however they will be coming into a system that is still restrictive with race based inequalities (Johnson & Campbell Stevens, 2014) and structural barriers. Leaders are responsible for the education of staff when dealing with issues based on equity and equality, ensuring inclusivity is a part of a schools’ vision as discussed by Beattie (2012) and Lumby and Coleman, (2016). In order to dismantle the long line of subliminal institutionalized racism, a new outlook focusing on equality and fairness will have to be introduced on a national level on how schools are structured and managed (Johnson & Campbell Stevens, 2014).
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The appalling events at St Winefride’s Catholic primary school , where teachers asked children to dress as slaves as part of a Black History Month celebrations is more evidence that we need a new dynamic approach teaching Black History in our schools.
I am a passionate activist for a balanced global curriculum that is inclusive for all learners. As it currently stands, the Black Global Majority student population has continued to increase annually with an increase from 27.9% to 29.1% between 2016 and 2017, yet the national curriculum still takes a colourblind approach when dealing with global topics and issues (Demie, 2005).
There is a need for curricula that addresses the specific histories and cultures of racially marginalised students as discussed by Chikkatur (2013). Without the contributions of Black and Global Majority citizens, this country would not be the Great Britain as we know it today. It is up to us to take a stance to introduce Black History and its contributions into our curriculum on a micro, meso and macro level. It is important to make curriculum links with Black and Global Majority inventors, scientists, civilisations etc, as various studies have found that it will help students to raise their aspirations and understand the background and development of our diverse society (King, 2016; Martell, 2014; Richardson, 2007). A good time to introduce this would be during Black History Month.
This year we used the amazing Catherine Millan from the University of Manchester, who delivered a workshop for young people and teachers about Black History Month and why it exists. Catherine has lots of experience in anti-racist work, having previously created a teaching pack with the Anthony Walker Foundation.
The groundbreaking Investing in Diversity training was set up by Rosemary Campbell-Stephens, specifically for practitioners of Black and Global Majority (BGM) heritage. This bespoke leadership programs has been effective due to the personalised approach breaking the legacy of previous ‘colorblind’ leadership programs that have failed to address the barriers that exclude BGM practitioners from achieving a leadership position in education.
This weekend I was delighted to be involved in the Authentic Leader BGM development residential. The programme built on the investing and diversity legacy with a focus on authenticity and the principles of success in leadership. Hosted by Rosemary Campbell-Stephens, on behalf of the BGM leadership development programme, organised by David Hermitt, the CEO of Congleton Multi-Academy Trust .
Being surrounded by influentialpractitioners of BGM heritage, that have progressed to become CEO’s of MATs, Head Teachers, and OFSTED inspectors was empowering. The event covered topics such as social context, moral purpose and cultural awareness . These are examples of a personalised approach to help BGM practitioners to overcome barriers to promotion.
Current statistics show that only 13% of teachers and 6.9% of senior leaders in England are BGM. The BGM leadership development programme was funded by the National College of Teaching and Learning as an initiative to increase practitioners in leadership positions
Upcoming BGM leadership events;
NUT Black Teachers’ Conference 3- 5th November 2017
Black British History: Black influences on British Culture. This new book aimed at parents and teachers who would like solid information to teach their children Modern Black British History, and to exercise the historical skills required by the National Curriculum.