Chapter+13

 This chapter looks at the impact of active teacher participation in decision-making and the impact that it has on learning and teaching. Tony Tuckwell looked at the literature on participation and undertook research within his own school. The themes of this chapter did not lend themselves easy to analysis using the suggested framework, as Tuckwell had not identified the need for change within his school.  Nevertheless some very interesting ideas were discussed. Some of these have been highlighted below.  From his research Tuckwell suggested that there was two views about the importance of involving all levels of staff in the decision making processes, one view being that it would improve the end product of the company and the other that there was a moral or ethical need for staff participation.  Interestingly the research in education seemed to show that there was no improvement in learning and teaching when comparing a group of schools with a high level of staff participation in decision making with similar schools with low levels of participation.  Based on the research he undertook in his own school Tuckwell attributed the high level of motivation and participation of his staff to the open and trusting nature of the relationships that he had nurtured as the school leader. He felt that this ethos came from his own personal values and personality and pointed out that history shows that leaders with only power have no constructive long term impact but those with influence determine events.  His closing remarks are particularly powerful as he notes that a large number of participating and motivated staff will have a much greater impact that one school leader (no matter how effective he/she may be).
 * Teacher Participation in Decision-making **
 * By Tony Tuckwell **