School leaders' perceptions of their roles during the pandemic: an Australian case study exploring volatility, uncertainty, complexity and ambiguity (VUCA leadership)

As COVID-19 unfurled around the world in early 2020, it triggered volatility, uncertainty, complexity and ambiguity (VUCA) for school leaders. This study explores the experiences of four school leaders, working in inner Melbourne, Australia, through a VUCA lens, and identifies their perceptions of such contextual disruption. Data were collected through focus group meetings over the initial phase of the pandemic in 2020. Findings illustrate the ways in which the school leaders perceived changes to their role and relationships, alongside their experiences of reprioritising approaches to their work and wellbeing. From the findings, implications are discussed for leadership preparation programmes, the rebalancing of ongoing professional learning for leaders and the need to resource and support school leaders’ wellbeing through and beyond this challenge as they negotiate the ‘new normal’. This case study is an empirical contribution to the collective effort of scholars immersed in the discourse of school leadership generated in this critical time and context.