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The study draws on mixed methods research with further education middle managers across England in order to explore whether there are gendered differences in management. There remain debates about whether there are gender differences in management or leadership. The study adds to this debate with results that reveal that women and men are behaviourally flexible, employing a repertoire of knowledge, competencies and skills, which are not necessarily gendered, in order to manage change in an increasing neoliberal further education working environment. We therefore propose a novel theoretical contribution of neo-androgynous management, which suggests 'undoing gender' in management in an education sector that has seen increase in women's employment. [ABSTRACT FROM AUTHOR]

Studies on gender differences in work-life conflict have shown that women often report higher levels of work-life conflict due to social mores of undertaking a larger proportion of childcare and household work. Similarly, emergent research on the impact of the Covid pandemic on work-life conflict have shown that women experienced more work-life conflict. During the pandemic, educational work and provision took place within the home. The current study therefore sought to investigate work-life conflict for employees in the further education sector during the pandemic. The findings of the current study suggest that there were no gender differences, at least in the case of the further education sector, which is contrary to extant research on work-life conflict. Thus, there is scope to explore through future research whether there is trajectory towards gender equalitarianism in the sharing of household work, whether the pandemic as a crisis was an episodic event that necessitated gender equalitarian work distribution, or whether the blurring of boundaries between work and non-work domains is a continuum of neoliberal institutional demands. [ABSTRACT FROM AUTHOR]

The further education sector is a challenging working environment with expectations to deliver high-quality education against a backdrop of continuous policy and structural reforms. Further education managers play a key part in how further education institutions respond to this dynamic operating environment. However, despite the importance of this role there is an absence of an agreed set of professional expectations for further education middle managers. Sector bodies have commissioned research to address recruitment challenges and support workforce development, but this is often directed towards teachers. As a result, the credibility of further education teachers has increased markedly, which is welcomed. However, further education middle managers who are responsible for the management of teachers and operationalisation of organisational strategies have not benefited from comparable opportunities for professionalisation. In contrast, they suffer from a lack of support when assimilating into the role. This paper investigates the role of further education middle managers through the lens of those responsible for their recruitment and development, human resource managers. Through the administration of a national survey of human resource managers, drawing on quantitative and qualitative data, this paper establishes a new theoretical framework: four pillars of professional expectations for further education middle managers. Furthermore, it highlights the value in a contextualised approach, moving away from generic management standards. [ABSTRACT FROM AUTHOR]

This paper considers wellbeing in the context of those working in the further education (FE) sector in England and how this has been affected by the Covid pandemic. There has been a growth of research into the impact of the pandemic on the workforce in the higher education sector and some considerations for schools. However, research that examines the FE sector's workforce, an education sector which is often considered under-resourced, can be lacking. Our empirical research seeks to begin to address this gap and provide a unique contribution through the replication of a pre-pandemic national FE workforce wellbeing study commissioned by the Education and Training Foundation. The current study uses the same scale framework as the 2019 study to assess the wellbeing of FE sector employees. The results from 347 responses show that the pandemic had a negative impact on the wellbeing of employees, but employees drew upon their resilience to cope with increasing demands in the sector. [ABSTRACT FROM AUTHOR]