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The purpose of this paper is to explore the key issues surrounding teacher/staff disability disclosures in the UK's further education (FE) sector.

In total, 15 semi-structured interviews were conducted in a medium-sized FE college (case study) setting in the South East of England. To compare the experiences, views and perceptions of leaders, managers and teachers, interviews were carried out with leaders and managers who are accountable for ensuring disability legislation is adhered to, and with teachers who are responsible for complying with equality and disability legislation. The 15 interviewees who volunteered to take part in this research represent the various layers of the organisational structure and different academic departments in the college.

Two major themes discussed include: the desire for teaching staff to “come out” and make a disability disclosure and the perception of disability as a “deficit”. A number of staff that disclosed their hidden disabilities stated they would not do so again. To avoid the negative side effects, developing a “culture of disability disclosure” and providing long-term employer support are required.

This is an exploratory qualitative case study that highlights some of the key issues from a teacher/staff perspective. It is not meant to be generalisable research, but the ideas therein should help to develop a wider (empirical) research agenda.

There is an abundance of critical and sociological research concerning disability disclosure in general; there are also a number of scholarly studies that focus on disability issues from the student perspective. However, this is the first scholarly study that explores the key issues involving FE staff.

Writing, much like composing a life (Bateson, 1989), is not a straightforward, linear process. Indeed, storying and restorying lives is, as highlighted in the writing of Marmon Silko (1996), a winding, crisscrossing process:For those of you accustomed to being taken from point A to point B to point C, this presentation may be somewhat difficult to follow. Pueblo expression resembles something like a spider's web – with many little threads radiating from the centre, crisscrossing one another. As with the web, the structure emerges as it is made, and you must simply listen and trust, as the Pueblo people do, that meaning will be made. (pp. 48–49)As we shared and inquired into our storied lives in narrative inquiry circles in Manitoba and Nova Scotia, and then again in yearly whole group narrative inquiry circles, we grew in our knowing of one another, of one another's lives, of where we are each from, of one another's stories to live by. In Chapter 1, we gave a sense of some of the places from which Mary and Janice are from and of ways in which their experiences in these places drew them toward ideas which they began to thread together as a way to shape a frame for our relational narrative inquiry. In this chapter we invite readers to gain a sense of the multiplicity of people, and the multiplicity of lives which shaped our relational narrative inquiry.

Leadership development may be a key strategy to enhance job satisfaction, reduce burnout and improve patient safety in health-care systems. This study aims to assess feasibility of a leadership development series in an effort to invigorate a collaborative culture, create peer networks and elevate autonomy in daily work.

The authors implemented a collectivistic leadership development series titled Fueling Leadership in Yourself. The series was designed for all types of health-care workers in the medicine service at a tertiary referral center for veterans. Two series of leadership development sessions with varied experiential learning methods were facilitated by content experts. Subjects focused on leadership approaches and attributes applicable to all roles within a health-care system. The authors collected participant perceptions using pre- and post-series surveys. Primary outcomes were understanding and applicability of leadership concepts, employee engagement in leadership, satisfaction with training and work environment and qualitative reflections.

A total of 26 respondents (of 38 participants) from 8 departments and several role types increased their knowledge of leadership techniques, were highly satisfied with and would recommend the series and found leadership principles applicable to their daily work. Participants continued to use skills years after the series.

Short, intermittent, collectivistic leadership development sessions appear effective in expanding knowledge, satisfaction and skills used in daily practice for a diverse group of health-care workers.

Novel programmatic aspects included inviting all types of health-care workers, practicing universally applicable content and using a variety of active, experiential learning methods.