Quiet leadership in schools: A personal reflection

Abstract

This article argues for the importance of quiet, introverted leaders in international schools as a counterbalance to the extroverts who seem to make up the bulk of leadership posts in these institutions. It builds on essays by Liz Jackson (2021) and Bruce Macfarlane (2021), which explore leadership in university settings. These authors examine the de facto expectations of leaders to be outgoing and forceful, but challenge the idea of the heroic leader, suggesting that more introverted people can make significant contributions to university leadership. Before joining my current university as a lecturer, I held several senior leadership posts in international schools. In my current role, I continue to work with school leaders, and so now have a ‘foot in both camps.’ I look here at leadership in international schools through the lens of my own experience in this setting.