PERFORMING AND REFORMING LEADERS -- Contents -- Acknowledgments -- Abbreviations -- INTRODUCTION "Living at the Crossroads" -- EDUCATIONAL RESTRUCTURING -- SITUATING THE STUDY -- STRUCTURING THE TEXT -- POSITIONING OURSELVES -- 1. Risky Times for Women Leaders -- SO WHAT IS THE PROBLEM HERE? -- GENDER, RESTRUCTURING,AND EDUCATIONAL ORGANIZATIONS -- AMBIVALENCE, AMBIGUITY, AND CONTRADICTION -- SOME THEORETICAL DISPOSITIONS -- PROFESSIONAL DISCOURSES, INSTITUTIONALMETANARRATIVES, AND WORK IDENTITY -- PERFORMATIVITY AND PASSION -- 2. Restructuring Education -- GLOBALIZATION AND THE PERFORMATIVE STATE -- TRAVELING POLICIES -- AUSTRALIAN EDUCATION RESTRUCTURED -- THE STRATEGIES OF CORPORATIZATION -- LEVEL PLAYING FIELD?"QUASIMARKETS" STRUCTURING OPPORTUNITIES -- HYBRID MANAGERIALISM -- CULTURAL RESTRUCTURING AND THE"RENORMING" OF EDUCATION -- 3. Gender Restructuring: Toxic, Volatile, and Greedy Organizations -- THE UPSIDES -- THE DOWNSIDES -- WORKING HARDER: LABOR INTENSIFICATION -- WORKING FLEXIBLY:CASUALIZING EDUCATIONAL LABOR -- WORKING "SMARTER"?VOLATILE AND TOXIC CULTURES -- GREEDY ORGANIZATIONS: REPRIVATIZING WORK -- WEARY, WORRIED, AND WORN OUT -- 4. "Lived Contradictions": Gender, Professionalism,and the Crisis of Trust -- PROFESSIONALISM MADE OVER -- THE DISCURSIVE UNDOING OFEDUCATION PROFESSIONALISM -- TEACHING: DEMOCRATIC ORMANAGEMENT PROFESSIONALISM? -- ACADEMICS: PROFESSIONAL EXPERTSAND/OR PUBLIC INTELLECTUALS? -- TRAINING: ENTREPRENEURIAL OR JUST PRAGMATIC? -- CROSS-SECTORAL PATTERNS,TRENDS, AND LOCAL GENDER POLITICS -- 5. Giving an Account: Performing Educational Work and Working to Perform -- THE PERFORMATIVE STATE ANDORGANIZATIONAL PERFORMATIVITY -- PERFORMATIVITY RULES -- REHEARSING THE PERFORMANCE -- REFORMING TO PERFORMTHROUGH ACCOUNTABILITY -- "REAL" WORK -- CONTESTED ACCOUNTABILITY.

LOGICS OF PRACTICE:ANOREXIC ORGANIZATIONS LIVING ON AUDITS -- 6. Accidental Leaders Acting Out and Acting Up -- LEADERSHIP AND THE DISCOURSE OF REFORM -- LEADERSHIP HABITUS -- OFTEN "ACCIDENTAL," SOMETIMES "RELUCTANT,"BUT FOREVER "ACTING" LEADERS -- OPENING AND CLOSING WINDOWS OF OPPORTUNITY -- MOVING UP THE LADDER:A MATTER OF COMMITMENT? -- LEARNING LEADERSHIP THROUGH DOING -- "FEELING DIFFERENT": ISSUES OFREPRESENTATION AND RE-PRESENTATION -- REFLEXIVITY: MAKING MISTAKESAND PRACTICAL ACTION -- 7. Managing the Self: The Consuming Passions of Performing and Re-forming Leadership -- RESTRUCTURING LEADERSHIP -- MANAGING LEADERS OR LEADING MANAGERS? -- CONTEXT AND THE CONSTRUCTIONOF THE SELF-AS-LEADER -- EDUCATION AS PASSIONATE WORK -- PURPOSIVE LEADERSHIP -- POWER/AUTHORITY -- PERFORMANCE AND MANAGINGTHE "EMBODIED" PUBLIC SELF -- LEADERSHIP AS RELATIONAL AND ETHICAL WORK -- 8. Caught between Acts: Middle Managers Mediating Change Up and Down -- PEOPLE MANAGEMENT: SOLUTION OR PROBLEM? -- "RESPONSIBILIZATION" AND THEDISPERSAL OF MANAGEMENT WORK -- POSITIONS, PERSPECTIVES, AND POSSIBILITIES -- NEW MODES OF GOVERNANCE -- BUFFERING CHANGE -- RESISTANCE, INVESTMENT, AND IDENTITY -- "JUST GETTING THINGS DONE":THE DANGERS OF PRACTICAL RATIONALITY -- 9. The Managerial Dilemma: Counterintuitive Impulses of Performativity and Passion -- DOING WELL AND DOING GOOD -- THE SOCIOPSYCHIC ECONOMY -- THE EMOTIONAL MANAGEMENT WORK OF CHANGE -- MANAGING THE SOCIOPSYCHIC ECONOMY -- COMPLIANCE AND COMPROMISE -- A CRISIS IN MEANING -- 10. Progression and Regression: Managing Diversity, Equity,and Equal Opportunity -- RESTRUCTURING EQUAL OPPORTUNITY:THE LEGACIES OF GENDER EQUITY REFORM -- POLICY SHIFT: FROM EQUAL OPPORTUNITYTO MANAGING DIVERSITY -- PROMOTING WOMEN -- EQUITY DISCOURSES: STRATEGIC,SYMBOLIC, AND INTERVENTIONIST -- BACKLASH POLITICS -- UNDERSTANDING GENDER REFORM.

BEYOND THE "BODY COUNT" -- 11. Conclusion: Separation, Transition, and Incorporation? -- EQUITY AS THE TOUCHSTONE:WHAT "STATE" ARE WE IN NOW? -- PARADOXICAL RESTRUCTURINGYET AGAIN IN THE "NEW MILLENIUM" -- LIFELONG LEARNING OR AREVITALIZED VOCATIONAL/ACADEMIC DIVIDE? -- RESTRUCTURING, ORGANIZATIONAL CHANGE,AND THE RENORMING OF EDUCATION -- LEADING AND MANAGING FOR SOCIAL JUSTICE,NOT JUST WORKING HARDER AND SMARTER -- GENDER AS A USEFUL ANALYTIC FOCUS -- Notes -- References -- About the Authors -- Index -- A -- B -- C -- D -- E -- F -- G -- I -- H -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z.