In the UK and elsewhere management has become a root metaphor. Educational practitioners must now acquire competence in management discourse. Yet education and management are different social processes. They interpenetrate since much education occurs in schools, which have to be managed. But teaching is not management. This paper identifies how metaphors of management have been absorbed into political discourse and makes a case for metaphoric re-description in education.

In the UK and elsewhere management has become a root metaphor. Educational practitioners must now acquire competence in management discourse. Yet education and management are different social processes. They interpenetrate since much education occurs in schools, which have to be managed. But teaching is not management. This paper identifies how metaphors of management have been absorbed into political discourse and makes a case for metaphoric re-description in education.

Government responses to globalisation include developing educational leaders as reformers for workforce competitiveness in the knowledge economy. Qualitative research tracked interventions involving national leadership development bodies to acculturate leaders in secondary schools and universities. Acculturating leaders as reformers was mediated through interaction with professional cultures valuing autonomy. Yet mediation supported the government's global positioning through adapting reforms and independent innovation.

It is argued that future research capacity building for the social sciences needs to incorporate methods to accelerate the acquisition by researchers of holistic expertise relevant to their roles as researchers and as developers of others. An agenda is presented, based on a model of learning that highlights missing elements of current provision, and two approaches currently under development are described.