In the UK and elsewhere management has become a root metaphor. Educational practitioners must now acquire competence in management discourse. Yet education and management are different social processes. They interpenetrate since much education occurs in schools, which have to be managed. But teaching is not management. This paper identifies how metaphors of management have been absorbed into political discourse and makes a case for metaphoric re-description in education.

The field of educational leadership is multi-site, in which those who study and practice leadership are located within networks which connect across institutions and sectors. Charting the growth of this dynamic field is the central purpose of this paper and six interconnected typologies of knowledge production are presented: Producers, Positions, Provinces, Practices, Processes and Perspectives. We argue that these typologies enable those involved to generate descriptions and understandings of the interplay between researching, theorising and practising in educational settings. This focus (...) on knowledge production enables us to be mappers, to undertake mapping and to produce maps. These, we would stress, are all political processes through which we challenge what is said to be known and make our own claims to know. As such our agency to make choices within our practice as researchers, theorists, and practitioners is exercised within a complex setting of organisational, cultural and social structures. (shrink)

In the UK and elsewhere management has become a root metaphor. Educational practitioners must now acquire competence in management discourse. Yet education and management are different social processes. They interpenetrate since much education occurs in schools, which have to be managed. But teaching is not management. This paper identifies how metaphors of management have been absorbed into political discourse and makes a case for metaphoric re-description in education.