Ken Cunningham: So why has such a prestigious position become a poison chalice?

Few would deny a crisis exists. The facts and anecdotes add up to a fairly bleak picture: more heads than usual taking retirement early; posts often readvertised and numbers applying more limited than in the past; more advice sought from unions and stress consultants. What should be one of the greatest job opportunities in society is frequently seen as a poisoned chalice.

Why? There are several factors and the answer is complex. The pressures of the post are manifold, with increased accountability from parents,
THERE are three questions that need answers here: is there a leadership crisis in Scottish secondary schools; if so, why?; and how can we solve it?

pupils, local authority, governors and government. The breakdown in society has brought a range of pressures; a move to meeting individual rather than communal needs has raised expectations; burgeoning Scottish, UK and European legislation, and with it a compensation culture, has increased stress and administrative burdens; necessary accountability has become excessive and government watchdogs HMIe and the Care Commission have become unnecessarily bureaucratic, with much of the fall-out landing on leadership of schools; financial rewards for additional responsibility are not in line with other UK systems and have suffered, particularly as a result of inappropriate "job-sizing".

The incentive for some to move to a higher post is no longer there.

So what can be done? The good news is that government and others are realising the extent of the problem. HMIe realises, with most schools having self-regulating procedures in place, a less intrusive, more supportive, yet still rigorous process might reduce the stress of inspections. While our association's long-held view of the side-effect of job-sizing has been recognised, we await an honest attempt at an answer.

There is a move to manage more purposefully and, hopefully, more effectively, curriculum and assessment changes. But finally, we need a well-managed succession planning strategy. This must centre on making the posts increasingly attractive for current and future incumbents, including improved administrative support; sabbatical arrangements which enhance mentoring and coaching for future leaders; and increased health and support checks for existing staff.

Senior leadership posts in schools carry an enormous responsibility. Such posts are, therefore, among the most rewarding but also the most challenging roles society has to offer. It is important we ensure the very best leadership for our young people. They deserve it and we all benefit by it.

• Ken Cunningham is a former headteacher of Hillhead Academy, Glasgow, and general-secretary of School Leaders Scotland, formerly the Headteachers' Association of Scotland.