Peter Role Model

It is said that there are almost as many definitions of leadership as there are persons who have attempted to define the concept (Bass & Stogdill, 1990), this kept in mind however there is somewhat of a consensus that leadership encompasses the ability to influence and bring about change whilst effectively increasing satisfaction, motivation and overall efficiency of operations.

At 47 years of age, Principal of Templestowe College Peter Hutton lives with wife Fiona, who is also an educator, and two daughters Zoe and Jemima in Bulleen, Victoria. Peter is a passionate about progressive student centered education, neuroscience, psychology and futurism. Peter has a broad-spectrum professional history, working in numerous different positions from
After running a series of groups and setting up a cadetship program within the school in this manner Peter began to consider the possibility of running an entire school framework on this model. Peter was eventually offered the position of Deputy Headmaster of Pastoral Care and Administration at Braemar College in Woodend, which was struggling both financially and in terms of enrollment numbers, which were diving to unsustainable levels. Working closely with the Headmaster Philip Grutzner, who shared many of the same educational views as Peter, the leadership team spent countless hours attempting to turn the fate of the institution around. With a focus on the wellbeing of the students, Peter established a ‘House System’, providing support for individuals and significant opportunity for student to take on leadership roles and voice student opinion, which would then be used to further improve the system. 5 years on, this model had proved to be successful with the school exceeding target enrollment numbers and receiving increasing positive feedback from the student and parental
In the fourth term of the 2009 scholastic year, Peter was appointed Principal at Templestowe College , which at this point had been twice recommended to cease operation by the Regional Director due to financial loss, inferior reputation and student numbers quartering over an 8 year period. With enrolments just shy of 25 for year 7, 2010 looked to perhaps be the final year of operations for the College. However, after working closely with the teacher and student body Peter set out to achieve a new vision amongst the students, parents and staff, based on the ideal of the college becoming a “dynamic and caring learning community, recognised for future focused personalised