Dissertationen zum Thema „Educational leadership High school principals School management and organization Education, Secondary“

Children living in poverty in the United States face some of life’s greatest challenges, including achieving academic success in school. Evidence is also emerging of a growing income disparity in America that affects families, communities and local labor markets in ways that can undermine the effectiveness of schools serving disadvantaged populations (Duncan & Murnane, 2011). Evidence exists, however, that high academic performance is within the reach of all children in high poverty schools, and that principal leadership is a contributing factor.

This study examined principal leadership practices in three high poverty K-5 elementary schools in Oregon identified as Model schools under the Oregon ESEA waiver to No Child Left Behind. This study identified themes of leadership practices including 1) high expectations, 2) meeting children’s basic needs, 3) shared leadership and teamwork, 4) use of data, and 5) personal attributes of the principal. Other themes considered important to one or more groups of respondents but not necessarily to all included 1) caring, 2) positive support, 3) addressing biases about children and families in poverty, 4) principal’s elementary teaching experience, and 5) pride in the local school. As such, the findings of this study support the knowledge base in educational leadership regarding principal leadership as a factor in schools that impact the academic growth of children (Hallinger, 2005; Hallinger, Bickman, & Davis, 1996; Hallinger & Heck, 1998; Hattie, 2009; Jacobson et al., 2004; Leithwood & Jantzi, 2012; Leithwood & Louis, 2012; Leithwood et al., 2004; Lyman & Villani, 2004; Marks & Printy, 2003; and, Water, Marzano, & McNulty, 2003).

This study has implications for district hiring and planning for principal succession, teacher hiring, resource allocation, community engagement, and district support for schools serving students in high-poverty communities.

Recently, a great deal of interest has been generated around the role of principal and its effectiveness, especially its impact on improving teacher instruction and student learning. Waters, Marzano, and McNulty (2003) concluded that one quarter of all “school effects” on achievement can be attributed to principals. While there is general agreement on the principal’s importance and affect, do we understand how principals have adapted to changes in schools with reduced resources and increased learning needs of students? How have principals made decisions in an environment where resources have been reduced over time? Given the stories of retired principals from high poverty elementary schools, the purpose of this narrative inquiry is to understand how principals made sense of their experience when having to respond to decreasing resources and the need for increased student achievement. Participants in the study included retired principals from high poverty elementary schools who were employed during the time period extending from 2008 through 2014. Findings from the study make sense of the meanings elementary principals have constructed and attached to the phenomena of decision-making in times of financial reduction in order to help other principals who have been challenged by similar circumstances. Three categories of leadership styles and seven skill areas emerged in the study. Principals made use of these styles and skills in their responses to the crisis.

Thesis (Phd. (Psychology of education )) - Central University of Technology, Free State, 2013
This purpose of this study was to investigate the role of the deputy principals in managing conflict among secondary school teachers in the Lejweleputswa Education District, in the Free State Province. Two questionnaires, one for the deputy principals and one for teachers, were developed. The questionnaires were administered on six deputy principals and twelve teachers from six secondary schools in Monyakeng, Nyakallong and Kutloanong townships. The qualitative approach was mainly used for the collection and analysis of data. The study revealed that conflict was common in the surveyed township secondary schools. The study found thatthe causes of conflict for the township secondary school teachers included poor communication, shortage of resources and facilities, work overload, gossiping, high rates of absenteeism and poor performance of teachers. The study further revealed that the role of the deputy principals was crucial in the handling of conflict in schools. The conflict resolution strategies commonly applied by the deputy principals included negotiations, accommodating, collaborating and compromise. However, avoiding, arbitration and competing strategies were avoided by the deputy principals. The role of the deputy principals in resolving conflict was found to focus more on building relationships and collegiality among teachers in the township secondary schools. It was recommended that schools are provided with adequate resources and facilities, as well as adequate teachers; that counseling sessions to be introduced for teachers, and that training in stress and conflict management is also introduced for township secondary school teachers. A conflict resolution model appropriate for the township secondary schools was also developed.

Scottish institutions within the educational networks, including Government, local authorities, and schools, are entangled in performative activities dedicated to improvements in student attainment. Secondary school performance in Scotland is measured nationally predominantly by the number and level of national qualifications achieved. The thesis makes the case that this attainment agenda places enormous pressures on Headteachers to ensure student outcomes are maximised and that the culture of performativity is a major factor in shaping the roles and practices of Headteachers. The study is based on four new secondary school Headteachers in a single Scottish local authority. It is through an examination of their work practices that the formation of subjectivities within a range of power relations and discursive regimes are explored. Performativity and accountability influence the role and actions of the Headteacher in many ways which are unanticipated. There is an ongoing power struggle engendered by the pressures and controls imposed on new Headteachers which modify and discipline their behaviours. In this thesis, a case study methodology is employed and the concepts of Michel Foucault are applied to provide an alternative means of understanding the practices of Headteachers. A Foucauldian approach also provides a different perspective on the problematic conceptualisation of school leadership. The aim of this study is to make a research-based contribution to our understanding of the complexities and competing priorities negotiated by new Headteachers. The research evidences the dominance of the attainment agenda on the lived lives of the new Headteachers. This study should enable the development of additional ways to assist with Headteacher preparation and the provision of improved support in the early years of Headship.

To identify how high school assistant principals in large suburban schools serve as instructional leaders and how they develop these skills, this research utilized a multiple-case study design, followed by a cross-case analysis of the data. This research explores the instructional leadership of three female comprehensive high school assistant principals who are employed in the same Northern California school district. Each case was developed with the use of interviews, observation and document analysis. Included in each case is a description of the assistant principal's instructional job responsibilities, how they develop their instructional leadership and obtain opportunities to function in instructional leadership roles. This research found several main themes. They include that the theoretical model for Hallinger's Principals Instructional Management Rating Scale did not work in regards to assistant principals, they were found to serve not in the role of leader, but more in the role of facilitator and relationship builders, the role of the assistant principal has not evolved over the past century, they are constrained by the political dynamics of their school structure which leaves them as marginalized leaders, they lack opportunities to grow as instructional leaders due to opportunities for professional development and the ambiguity of their role, and female assistant principals may not take the opportunity to serve as a leader since this may not be perceived natural due to their gender association.

Thesis (DEd (Education))--Cape Peninsula University of Technology, 2016.
Vice-principals and principals play an essential role in school leadership teams, and the development programmes in which they participate to ensure effective Strategic Leadership in schools, have been the subject of intense debate for many years. Employing a mixed-method case study approach, this study examines and compares the perceptions, roles and responsibilities of newly appointed senior school leaders in two country contexts, South Africa and the United Arab Emirates (UAE). Specifically, it explores the professional development opportunities that newly appointed senior school leaders in Abu Dhabi, UAE and the Western Cape, South Africa, have been exposed to. It further investigates the particular professional development needs of these senior school leaders. This study uses Critical Realism theory as a philosophical lens through which to explore the perceptions of newly appointed senior school leaders on their roles, responsibilities, competencies and developmental needs. A comparative case study approach with qualitative and quantitative techniques was employed, and comprised of three elements. Firstly, a detailed questionnaire survey was administered at Abu Dhabi Education Council (ADEC) and the Western Cape Education Department (WCED). Secondly, follow-up interviews were conducted with 25 per cent of the respondents for clarification and to establish the accuracy of data collected during the first phase. Finally, semi-structured interviews were conducted with officials from both ADEC and the WCED to gather further contextual data for each case. The main study findings confirm that as senior school leaders transition into their roles at ADEC and the WCED they require distinctive support in a variety of ways. It was found in both systems for instance that the training programmes are not appropriately designed, delivered, and aligned to the perceived needs of the respondents, and that they need appropriate and more contextualised, individualised, in-office support once appointed. The study's findings are consistent with the literature that newly appointed senior school leaders welcome support from mentors and role models but require to a lesser extent formal courses. They confirmed the current gap between the perceived needs of newly appointed senior school leaders and the current development programmes provided to support them, and identified a clear shortfall in their current competencies.

Thesis (Ph.D. (Curriculum Studies)) -- University of Limpopo, 2016
The main purpose of this research study is to investigate and analyse the role of the Principal towards effective educational leadership in selected Secondary schools in Waterberg Education District. The effectiveness of the educational leadership depends on the educational managers’ personal backgrounds, con-duciveness of the school climates, positive learning school cultures, availability of resources in the classrooms, utilisation of learner-teacher support material (LTSM), effective organisation of educational excursions, and other related issues. Principals, by virtue of their positions need to be empowered so as to coordinate activities and provide resources that can be used to enhance effect-tive educational leadership. The most important aspect pertaining to effective educational leadership in schools, is that it must be managed properly. This actually implies that correct and relevant resources should be provided to reinforce the quality of effective educational leadership. The primary study revealed that effective educational leadership cannot be achieved by school Principals in isolation, but through the School Management Team as a whole. Due to the nature of the study, the researcher has employed phenomenology, stratified random sampling and qualitative research design to achieve the in-tended goal of the research project. The researcher has also used case studies and interview research instruments to collect relevant data from twenty (20) SMT members in area of the study. The data collected through case studies and interviews was analysed by coding derived from audio tape recorder. Descriptive analysis was used to analyse the data whose findings were based on to make conclusions and recommendations. The results indicated that the role of the Principal contributes significantly to the quality of effective educational leadership. The results also showed that there is a need for continued support from the members of the School Management Teams. The need for support from the parents, SGBs and government in terms of resources, is vital. The abovementioned support, can also assist the Principals to make a positive impact on effective educational leadership. The researcher believes that, if the findings and the recommendations from the study can be applied properly, they can add value to the educational practice in Waterberg District in particular and Limpopo Province as a whole.

Urban Education
Ph.D.
Scholars of transformational leadership literature assert that school-based management teams are a vital component in transforming schools. Many of these works focus heavily on the roles of principals and teachers, ignoring the contribution of Assistant Principals (APs). More attention is now being given to the unique role that Assistant Principals play in school leadership teams (see for example, Muijs & Harris, 2002). While there is a good amount of literature on what APs do in terms of their roles and responsibilities, what remains unclear; is how and why they enact their role in particular ways, especially under the umbrella of urban school reform. This work will address this gap by examining: how Urban High School Assistant Principals come to understand their role as both leader and staff, particularly in the context of transformational models of leadership? Guided by the theoretical framework of middle management, this study utilized a qualitative case study approach to interview seven Assistant Principals in three urban high schools in a large Northeast coast school district. Additionally, a one-time 15 minute interview with the principals and direct reports to the APs was employed to gain a better understanding of the leadership dynamic within the schools. The interviews were transcribed and coded by the researcher using Atlas.Ti. Through the lens of middle management theory, this work focused on a specific group of Assistant Principals working under a distributed leadership model. The findings revealed that the role of the AP is nebulous position that when not appropriately defined can cause professional difficulties that impede the leadership capacity of APs and the growth of school success. As such, stakeholders involved in schooling need to gain a greater understanding of the psychological and sociological underpinnings that impact the functionality of their middle leaders (those not operating in senior level positions). The findings of this work speak to the intricacies of the Assistant Principalship and contribute to a growing body of literature centered on how Assistant Principals navigate their space as leader and staff in an educational setting where leadership is more shared and collaborative.
Temple University--Theses

The management of Nigeria high schools are noted for administrative practices in the management of their schools; hence the term administration is commonly used in their daily operations. This fact on ‘administration’ was emphasised by the Nigerian government in the National Policy on Education (Nigeria, 1981, p. 21). Therefor as a researcher from Nigeria, my rationale for embarking on this research study was to find out to what extent a public high school in Nigeria was still operating in a hierarchical, individualistic, authoritarian style of leadership or whether it has started embracing contemporary approaches such as distributed leadership. The main goal of this study was to explore leadership practices in the case study school with the main focus on how different people relate to each other in the various leadership practices of the school, such as staff and briefing meetings of the school. In addition, my research questions aimed at exploring the respondents’ perceptions of leadership and factors enabling or constraining the distribution of leadership in the school. The study is located within the interpretive paradigm. As a researcher in a wheelchair studying in South Africa I needed to find alternative ways of accessing the research site and gathering data. I was able to use electronic communication for the collection of my data. I used four different tools of data collection methods namely document analysis, observation, questionnaire and stimulated recall interviews. Findings from the study indicated that there was limited evidence of contemporary leadership approaches in the case study school. The school was still operating traditional leadership, while school activities were dominated by a hierarchical chain of command. What emerged from the leadership practices of the school could be termed authorised distributed leadership which was under the command of the school principal. Data also indicated that there were some forms of restricted teacher leadership in the management and administration of the school. In addition, findings revealed that the case study school was very good at the management and administrative functions. The school was very effective and efficient in the controlling and management of both human and material resources. Lastly, findings from the case study school indicated some enabling factors to the distribution of leadership in the case study school which include a culture of respect and cordial relations among the SMT and the teachers, Prominent among constraining factors to the distribution of leadership in the case study school were: cultural orientation of the people where the case school was located, exclusionary religious practices by the principal of the school and the inhibiting role played by the Ministry of Education. Finally, based on these findings, recommendations were made both for practice and for future research.

School principals are expected to play a pivotal role in enhancing quality teaching and learning in their schools. As leaders of organisations called schools, where teaching and learning take place, they need to possess particular skills to enable them to effectively deliver on their responsibilities of supporting teaching and learning. This means that a school principal is at the centre of any change that must occur at school level. He/she is expected to create a positive learning space by providing a healthy climate for teaching and learning in the school. However, some secondary schools in the King William’s Town Education District are performing far below the national average when it comes to the Grade 12 results. For this reason, this study sought to explore the views of the school management team members in two such schools on the role of principals as instructional leaders. The case study was premised within the qualitative research approach and the interpretivist paradigm was used as an epistemological base to investigate the views of the school management teams on the role of principals as instructional leaders. Eight school management team members were selected from both schools and the data was collected by means of face-to-face semi-structured interviews and documentary analysis. The data showed that participants had divergent views on how principals play the instructional leadership role. It appeared that principals employed different strategies in supporting teaching and learning in their schools and the focus was on control rather than support. It also emerged from the data that there was a lack of professional support at all levels in the selected schools, and parents were not involved in their children’s academic work. The researcher concludes that there seemed to be no systemic and coherent support strategy focusing on teaching and learning, as there were divergent views on how principals perform their instructional leadership roles. The study therefore recommends that principals be trained on instructional leadership to give them a deeper insight into supporting curriculum implementation in their schools.

Whilst the concept of teacher leadership is not new in the international literature (Grant, 2006), research on the topic of teacher leadership is emerging slowly as a new area of research interest in South Africa (Grant, 2006; Grant, 2005; Singh, 2007). Teacher leadership is basically about teachers who are leaders within and outside the classroom, who identify with and contribute to a community of teacher learners and leaders, influence others to improve their teaching practice and accept responsibility for realising the goals of their organisation (Katzenmeyer & Moller, 2001 in Grant, 2006). Therefore, teachers’ roles in operating as leaders in schools are acknowledged in literature. This study is a replication of a University of KwaZulu-Natal multi-case study on the enactment of teacher leadership conducted in various educational institutions in the province of KwaZulu-Natal. In line with the original study, this study aimed at obtaining an understanding of the enactment of teacher leadership in a township high school in the King William’s Town education district, in the Eastern Cape. I further explored what factors promoted or hindered such enactment. As an Eastern Cape Master of Education student participating in a group research programme at Rhodes University, we adopted and used the same research questions, research approach, data collection methods as well as data analysis techniques as utilised in the original study. Therefore, this research study was conducted within the interpretive paradigm, following a qualitative approach. I adopted a case study methodology, with the case being the school and three teacher leaders as units of analysis. Data were gathered through a multi-method approach which consisted of a school profile, a focus group interview, semi-structured individual interviews, questionnaires, self reflective journaling and observations. Whilst the research was guided by distributed leadership theory, Grant’s (2008) Model of teacher leadership and thematic content analysis was used to analyse data. Research findings revealed that the enactment of teacher leadership was evident in Zones 1, 2 and 4 of Grant’s (2008) Model of teacher leadership in the case study school. However, a restricted form of teacher leadership was enacted in Zone 3, whereby teachers were not regularly involved in school-wide decision-making processes. When teacher leadership was enacted, it was in a form of authorised distributed leadership. The study further identified the autocratic leadership style of the principal and of the School Management Team members, as well as the non-inclusive school culture as main barriers towards the enactment of teacher leadership in the case study school. Despite these barriers, teachers’ high levels of enthusiasm were identified as an enabling factor that promoted the enactment of teacher leadership in the case study school.

Full Thesis
Education in South Africa has undergone numerous changes in recent years, all of which contributed to an increase in the workload of educators and school leaders. New ideologies that impacted on the education system, concurred with democratisation. The implementation of new curricula which were underpinned by Outcomes Based Education (OBE), led to many changes. The decentralisation of authority to school-based management increased the responsibilities of principals. Principals are not necessarily professionally equipped to perform their task. The workload of school principals is becoming increasingly unmanageable and many principals, especially those in secondary schools, are constrained by insufficient time as well as a proper understanding of their leadership task. They frequently encounter situations which demand from them new and improved skills, knowledge and attitudes in order to cope with the wide range of demands and changes. The primary purpose of this study was to determine the level of managerial and leadership skills of principals in selected secondary schools in the Lejweleputswa education district. Fifteen schools were selected as a convenient sample from all secondary schools. Of these, five were classified as dysfunctional (grade 12 pass rate of below 50%), five were “at risk” schools (pass rate between 50 and 60%) and five “passing” schools. From the literature review, nineteen critical management and leadership skills were identified and used as basis for the self-compiled questionnaire. The data collected from the questionnaire was used to determine the management competencies of principals. In turn, this information was analysed to determine the training needs of principals which were subsequently compared to the contents of the new Advanced Certificate in School Management and Leadership (ACE:SML). The aim of this comparison was to determine whether the ACE: SML responded adequately to the identified training needs of principals. The data revealed the substantial inadequacy of managerial and leadership skills of principals in the Lejweleputswa Education District. It was further found that the Advanced Certificate in Education: School Management and Leadership did not cover all essential skills identified in this study. The recommendation was made that a comprehensive needs analysis which covers the entire country, is done and to subsequently use the results it yields to implement corrective measures. It was also recommended that the ACE: SML be revised to include the development of all identified skills.

In contrast with the large number of poorly performing schools in Swaziland over the past decade (1991-2000), a few schools have managed to attain consistently good results. One such school is St Michael's High. This study draws on the perceptions of different major stakeholders at St Michael's of factors deemed to have contributed to academic success at the school. The study thus follows Fertig (2000), who advocates research in effective schools to be done by looking at the perceptions of different stakeholders rather than in relation to an objective checklist. In this study, St Michael's High is found to be an effective school. Its experience can play a vital role in helping other ineffective and failing schools to improve their academic standing and tarnished public image, provided the schools unreservedly commit themselves to changing their ways. This investigation is aimed at understanding the roles which the school leadership and associated stakeholders have played in making St Michael's an exemplary school in Swaziland. Its findings indicate that the schools that themselves take the initiative to improve their effectiveness are the ones which are successful, which accords with the consensus in research literature on school effectiveness. The evidence gathered in this study suggests that St Michael's is characteristic of such effective schools. Since this is a qualitative interpretive case study on perception of success factors in a girls' high school within the city of Manzini, interviews comprising semi-structured questions were highly useful in tapping the understanding of how various stakeholders contribute to the academic achievement of students in the school. The findings, organised in the form of themes, help illuminate what appears to be a systematic and well-focussed approach toward the academic development of the school and the fulfilment of its goals. Every aspect of the school system is thoroughly explored. The validity of the stakeholders' claim that St Michael's High is a dream school for most Swazi children is verified by the school's examination results for the past decade. But what the research reveals are the cultural, academic, social, and moral values and beliefs which serve as a strong anchor for the school leadership and management, and without which St Michael's as an organisation would be unable to meet the challenge of implementing academic and national reconstruction.

Thesis (Ph.D.)--Kent State University, 2008.
Title from PDF t.p. (viewed Feb. 22, 2010). Advisor: Anita Varrati. Keywords: accountability; case study; central office administrators; data driven decision making; directives; distributed leadership; high stakes tests; K-12 leadership; mandates; NCLB; Ohio; reform; state report cards; strategies; superintendent. Includes bibliographical references (p. 236-252).

Leadership styles of principals and school climate are two factors that vary greatly in different private secondary schools in Mauritius. They also contribute immensely in the making of a school a peaceful and happy work place for both staff and students. This study first presented a literature review on leadership styles of principals and school climate. References were made from many sources in order to have a clear overview on these two factors. A qualitative research based on interviews and observations was conducted on teachers and principals from nine private secondary schools in order to fulfill three aims of the study. Firstly, the types of leadership styles adopted by principals in private secondary schools in Mauritius were assessed. Secondly the types of school climate that prevailed in these private secondary schools were evaluated. Lastly, the relationship between the leadership styles of principals and school climate in the private secondary schools was investigated. The results revealed that when the democratic style of the `power' concept of leadership was used alone or with other styles but was more prevalent, the principals of these schools scored `high' in both the initiating structure and consideration items of the `relational' concept of leadership and, the climate of these schools was classified in the category of `others' but was more `open' than `closed'. However, when the authoritarian style of the `power' concept of leadership was used with other styles but was more prevalent, the principals either scored `low' in both the initiating structure and the consideration items or `low' in the consideration items only of the `relational' concept of leadership and the climate was more `closed' than `open'.
Educational Studies
M. Ed. (Education Management)

Submitted in accordance with the partial requirements for the degree of Master of Education at the University of the Witwatersrand February 2016
This study sought to explore successful instructional leadership practices in challenging circumstances. One township secondary school located in QwaQwa, Free State province, was used as the case study. The purpose of this study was to understand how the school has managed to consistently produce meritorious academic performances over the years despite facing multiple deprivations such as poverty, high crime rates and dilapidated learning infrastructure, among others. To better understand the instructional leadership approach, the study identified three key characteristics of successful instructional leaders and used them to form the basis for understanding whether the identified school principal applied them in responding to their learners‘ socio-economic challenges. This study was located within qualitative methodological approach with interpretivism as the research paradigm. The main data source was the in-depth interviews. The participants included the principal, head of department and two senior teachers. The study found the following to be key to the school‘s consistent plausible academic performance: (a) the main focus of the school was on ensuring the availability and efficient use of the instructional materials (b) the school principal took professional development of his academic staff seriously (c) there was a strong focus on managing teaching and learning (d) goal setting was seen as a driver towards achieving the academic goals of the school and (e) the effective use of the school‘s allocated instructional time was of great importance.
MT2017

In Botswana secondary schools, a positive climate is more of an ideal than a reality. It is the task of stakeholders particularly the headteacher's to create and sustain a conducive learning environment to improve pupils' academic and behaviour standards. To a large extent, the headteacher, as an individual occupying the highest official position in the school, determines how the school is run. His/her expectations, values, beliefs, relationships with teachers and the examples he/she sets for the whole school shape the climate in the school. The headteacher can promote or inhibit a positive climate through his/her leadership behaviour pattern. Thus, the headteacher's leadership style is significant in creating and sustaining a positive school climate. This study has been undertaken to examine the connectedness between headteacher leadership style and school climate. This research focuses on the improvement of climate in Botswana secondary schools through the headteacher's appropriate use of leadership styles in different situations with a view to answer the following questions: What different leadership styles are employed by school headteachers? What are the different types of climates in schools? Are the leadership styles of school headteachers responsible for the climate that exists in their schools? What are the implications of the headteachers' leadership styles for school climate? How can school climate be improved? What roles can the headteachers, teachers and other stakeholders play to improve school climate? The research report comprises six chapters: Chapter one contains the background information of the research, statement of the research problem, aim and objectives of the research, demarcation of the study, definition of concepts, research methods and the research structure. Chapter two presents a review of literature on leadership styles, factors affecting it and discussion of models from different perspectives form part of this chapter. However, the emphasis is on Hersey and Blanchard's situational model which proposes the appropriate use of leadership styles to suit situations. Chapter three covers a review of relevant literature on school climate and factors affecting it. Chapter four presents detailed report on the empirical study. Questionnaires each of which contains items on leadership styles and school climate were responded to by secondary school teachers and interviews were conducted with headteachers. Chapter five contains data analysis and interpretation. Various leadership styles used by headteachers and the corresponding climates were identified. The findings indicated that the type of climate that exists in schools is related to the headteachers leadership style. It emerged that organisational climates vary in schools and that the participating leadership style promotes an open organisational climate. Implications for school performance and for the nation's vision (Vision 2016) was given. Chapter six presents findings from the literature study as well as the empirical study, conclusions based on the findings and recommendations for improvement for practice and further research.
Educational Studies
DED (EDUC MANAGEMENT)

Research report submitted in partial fulfilment of the requirements of Masters Degree in the School of Education, Faculty of Humanities, University of the Witwatersrand, 2016
This research report explores the significance of instructional leadership in raising learner outcomes in underperforming secondary schools in township settings. Literature suggests that, if principals possess strong instructional leadership skills, then the decline of the culture of teaching and learning may possibly be resolved (Blasé and Blasé, 1999; Elmore and City, 2007). This study was therefore done to investigate how the principals’ conceptualisation and enactment of instructional leadership might possibly promote an enhanced culture of teaching and learning in township settings. Research shows that some progress has been made in understanding relationships between instructional leadership and student achievement, but most of the complexities in instructional leadership have not been researched (Leithwood, Jantzi & Steinbach, 1999). Additionally, Hallinger (2003) argues that there is still little knowledge about conceptualisation and application of instructional leadership by principals in schools (Spillane, Diamond & Jita, 2003). This research explored the instructional leadership practices that principals engage in as they enact instructional leadership to improve teaching and learning in the two secondary schools. The study was based on the three fundamental questions which were meant to investigate the conceptualisation and enactment of instructional leadership and the challenges principals face in township settings. It adopted the qualitative research design and it was conducted through the case study approach. Interviews and observations were used to generate relevant data to the study. Semi-structured interviews were conducted with the four participants who were interviewed separately, one principal, one vice principal and two teachers. The study found out that the vice principal and principal 1 understand the concept of instructional leadership and they apply the concept as they monitor, supervise and assist teachers during their instructional practice in the schools. They also value the need to define the school vision for all members to participate towards achieving the school goals of teaching and learning. However, despite the schools’ efforts to raise learner outcomes, the challenges associated with multiple deprivations like lack of resources, educational poverty, political activities and teenage pregnancies tend to hinder their progress. Based on the findings of the research, the researcher concludes that even though the principals engage in the whole school supervisory roles as they apply different instructional practices, whether what they are doing is correct or not, this is beyond the scope of this study. The researcher therefore recommends for the need of ongoing professional development for school leaders on the issues of instructional leadership especially in township settings. Key words: instructional leadership, underperforming schools, multiple deprivation, educational poverty, township settings, challenges, teaching and learning.

School Governing Bodies (SGBs) function across South Africa as governance structures aimed at improving effectiveness of the schools. The appointment of SGB's and their establishment to improve school governance is not only unique to South Africa but is a trend in all democratically elected countries such as the United States, Britain, Australia and Brazil. The purpose of this study was to explore the leadership role of the School Governing Bodies in selected South African secondary schools. The study was underpinned by four leadership theories namely, the contingency theory, participative theory, transformational theory and the instructional leadership theory. An empirical investigation was informed by the literature review. The qualitative study was guided by an interpretive paradigm. Purposive sampling was used to select four secondary schools in Nkomazi West Circuit, Ehlanzeni District, Mpumalanga. A total number of four SGB's from each school and the school principals participated in this study. Observations of SGB meetings, individual interviews with the principals of the participating schools and focus group interviews with SGB members were used to collect data, which were analysed using a qualitative approach. The findings revealed that SGB's in the four participating schools did not experience major challenges in executing their roles because they had a clear understanding of their responsibilities. However, lack of adequate training with regard to financial management was a challenge. Further findings indicated that all SGB members had received training on various aspects of school management before they commenced with their duties. Most training workshops were conducted in English and although this was not an obstacle to study participants, it was a challenge SGBs. It is therefore recommended that adequate financial management workshops be conducted and that further workshops be organised by principals at school level to address SGB members’ specific needs.
Educational Management and Leadership
D. Ed. (Education Management)

The aim of the study was to investigate the changing role of the secondary school principal in building sustainable communities. It is supposed that communities that are not sustainable affect secondary schools. The focus is on how the secondary school principal should go about building, sustaining and uplifting the school community. The direct and indirect involvement of secondary school principals in community issues, could contribute to sustainability within the community, which gradually becomes a reality. The task of the secondary school principal is realised through the results of effective educative teaching and learning practices. Through literature study it was found that the role of the secondary school principal in enhancing sustainable communities would contribute to the upliftment of communities. The qualitative approach was successful in obtaining information about how the changing role of the secondary school principal in building sustainable communities is viewed. Recommendations were made concerning research findings for stakeholders and officials to note.
Educational Studies
M.Ed(Education Management))

Text in English, abstract in English, Zulu and Sepedi
The education system in Zimbabwe has experienced a wide range of educational reforms and technological changes since the last half of the 20th century. These changes have resulted in a significant expansion of the duties and responsibilities that school heads are expected to perform in schools. Despite these changes, there has not been a comprehensive training programme meant to prepare newly promoted secondary school heads for the daunting task of school leadership in Zimbabwe. The study sought to examine the perceptions of stakeholders regarding management development programmes (MDPs) for beginning secondary school heads (BSSHs). The study employed the descriptive case study approach based on a qualitative research design. A total of 28 participants were initially selected for the study but only 27 took part. The participants comprised five BSSHs, five practising secondary school heads, four deputy heads and 10 senior teachers who were drawn from 10 selected secondary schools in Zaka district. Three school inspectors from the district education office in Zaka district also took part. The participants were purposively sampled using the maximum variation sampling approach to account for the differences of their professional categories. Individual semi-structured interviews were used to collect data from the BSSHs, practising secondary school heads and school inspectors, while focus group interviews were used to collect data from deputy heads and senior teachers. A review of relevant documentary sources such as vacancy announcement circulars, the Civil Service Commission (CSC) training and development policy and policy circulars from the Ministry of Primary and Secondary Education (MoPSE) was also undertaken. The findings indicated that there was a need for a management development programme that would equip newly promoted school heads with the relevant technical skills and competencies that would enable them to provide sound leadership to schools. The study established that BSSHs required knowledge and skills in financial management, instructional leadership, general administration, ICT, policy issues, human resources management, community relations, documentation and asset management.
Uhlelo lwezemfundo eZimbabwe seluhlangabenzane nezinkinga ezinkulu ezimayelana nezinguquko kwezemfundo kanye noshintsho kwezobuchwepheshe kusukela kuyisigamu sokugcina sekhulu leminyaka engama-20. Lezi zinguquko ziholele ekwandisweni okuphawulekayo kwemisebenzi kanye nezibopho okumele othishanhloko ezikolweni bayifeze. Ngaphandle kwalezinguquko, akukaze kwabakhona uhlelo lokuqeqesha olunzulu olulungiselela othishanhloko abasanda kuthola izikhundla ezintsha kulomsebenzi onzima wokuhola eZimbabwe. Isifundo sizohlola sibheke imibono yamadlelandawonye mayelana neZinhlelo Zokuthuthukisa Ukuphatha kwalabothishanhloko bezikole zamabanga aphezulu abasafufuza. Isifundo sizosebenzisa ucwaningo lwesifundo esichazayo olwakhelwe phezulu kocwaningo lokuklama oluphathelene nesimo. Kuye kwakhethwa abantu abangamashumi amabili nesishiyagalombili (28) kodwa babe ngamashumi amabili nesikhombisa (27) kuphela abaye babamba iqhaza. Abantu ababambe iqhaza behlise obekuhloswe ngalabothishanhloko abahlanu (5) bezikole zamabanga aphezulu abasafufuza, othishanhloko abahlanu (5) asebekhona kulo mkhakha emabangeni aphezulu, amaphini kathishanhloko yesikole amane (4), othisha abasezingeni lokuphatha ngokwesikhathi asebe sisebenzile abaqokwe ezikolweni zamabanga aphezulu abayishumi (10) abakhethwe ezikolweni zamabanga aphezulu kuyisifunda sakwaZaka. Abahloli bezikole abathathu ababuya kuyisifunda somnyango wezemfundo kuso isifunda sakwaZaka nabo babamba iqhaza. Abantu ababambe iqhaza basampulwe ngenhloso ethile lapho kusetshenziswe indlela ephezulu yokuhluka kwesampuli ukuze kuphendulwe ngokuhluka ngokwezigaba zabo zemfundo. Izinhlolokhono ezihleliwe zomuntu ngamunye ziye zasetshenziswa ukuqoqa ulwazi kothishanhloko bezikole bamabanga aphezulu abasafufuza, othishanhloko asebekhona kulo mkhakha emabangeni aphezulu kanye nabahloli bezikole kwase kuthi izinhlolokhono zamaqembu zasetshenziselwa ukuqoqa ulwazi kumaphini onhloko bezikole nakothisha abasezingeni lokuphatha ngokwesikhathi asebe sisebenzile abaqokwe ezikolweni zamabanga aphezulu. Kuye kwabuyekezwa imibhalo yamaphepha efanele efana namasekhula amemezela izikhala zomsebenzi, iKhomishani Yomsebenzi Womphakathi yokuqeqeshwa nenqubomgomo yokuthuthukiswa kanye nenqubomgomo yamasekhula asuka kuNgqongqoshe weMfundo yamabanga Aphansi nawaPhezulu. Kuye kwatholakala ukuthi kunesidingo sezinhlelo zokuthuthukisa ukuphatha ezizohlomisa othishanhloko abasandukunyuselwa kulezi zikhundla ngamakhono afanele ezobuchwepheshe anamandla azobasiza ukuba babengabaholi abaqotho ezikolweni. Isifundo siye sathola ukuthi othishanhloko bezikole bamabanga aphezulu abasafufuza badinga ulwazi namakhono ngokuphathwa kwezimali, ubuholi obuqotho bokufundisa, ukuphathwa kwamabhuku jikelele, Ulwazi Lwezobuchwepheshe Kwezokuxhumana (ICT), okuphathelene nengqubomgomo, ukuphathwa kwabantu, ubudlelwano nomphakathi, kanye nokuphathwa kwemibhalo nempahla.
Peakanyo ya thuto go la Zimbabwe e itemogetše dimpshafatšo tša thuto le diphetogo tša theknolotši tše di fapanego go tloga nakong ya seripagare sa mafelelo sa ngwagakgolo wa bo20. Diphetogo tše di hlotše koketšo ye kgolo ya ditshwanelo le boikarabelo tšeo dihlogo tša dikolo di letelwago go di phethagatša dikolong. Ka ntle ga diphetogo tše, go bile le lenaneo la tlhahlo leo le feleletšego leo le diretšwego go beakanyetša dihlogo tša dikolo tše mpsha tšeo di sa tšogo godišwa go tlo lebana le modiro wo o tšhošago wa boetapele bja dikolo ka Zimbabwe. Thutelo e nyaka go hlahloba dikgopolo tša batho bao ba nago le dikgahlego malebana le mananeo a tlhabollo ya bolaodi (diMDP) a dihlogo tša dikolo tša sekontari tše di thomago (diBSSH). Thutelo e latetše mokgwatebelelo wa ditlhalošo wa nyakišišo ye e dirilwego ka ga tiragalo wo o theilwego go tlhako ya nyakišišo ka go utolla mokgwa wa bophelo bja setšhaba se itšeng. Palomoka ya batšeakarolo ba 28 e kgethilwe pele go thutelo eupša ba 27 ba tšere karolo. Batšeakarolo e be e le diBSSH tše tlhano, dihlogo tša dikolo tša sekontari tše tlhano tšeo di lego modirong, bathušahlogo ba bane le barutišibagolo ba 10 bao ba tšerwego dikolong tša sekontari tšeo di kgethilwego seleteng sa Zaka. Bahlahlobi ba dikolo ba bararo go tšwa ofising ya selete ya thuto ka seleteng sa Zaka le bona ba tšere karolo. Batšeakarolo ba kgethilwe ka maikemišetšo bjalo ka disampolo ka go diriša mokgwatebelelo wa maksimamo wa go tšea disampolo ka go fapana go hlaloša lebaka la diphapang ka go magoro a bona a diprofešene. Ditherišano tša motho a nnoši tša dipotšišo tšeo di sa latelego lenaneo leo le itšeng di dirišitšwe go kgoboketša datha go tšwa go diBSSH, dihlogo tša dikolo tša sekontari tšeo di lego mošomong le bahlahlobi ba dikolo, mola ditherišano tša dihlopha tšeo di nepišitšwego di dirišitšwe go kgoboketša datha ye e hweditšwego go batlatšadihlogo le barutišibagolo. Tekolo ya methopo ya maleba ya kanegelo ya ditiragalo go swana le mangwalophatlalatšwa, molaotshepetšo wa tlhahlo le tlhabollo wa Khomišene ya Mešomo ya Mmušo (CSC) le mangwalophatlalatšwa a melaotshepetšo go tšwa go Kgoro ya tona ya Thuto ya Praemari le Sekontari (MoPSE) le yona e phathagaditšwe. Dikhwetšo di šupile gore go bile le tlhokego ya lenaneo la tlhabollo ya bolaodi leo le tlo fago dihlogo tše mpsha tšeo di sa tšwago go godišwa mabokgoni le botsebi tša sethekniki tša maleba tšeo di tlo ba kgontšhago go phethagatša boetapele bjo bo kwagalago bja dikolong. Thutelo e utollotše gore diBSSH di be di nyaka tsebo le mabokgoni tšeo di nyakegago go bolaodi bja matšeleng, boetapele go tša dithuto,
Educational Leadership and Management
D. Phil. (Education Management)

Instructional leadership is essential for the academic success of any schooling situation. Given this background, the researcher set out to investigate how instructional leadership is practiced and also could be improved in the Southern nations, nationalities and people’s region of Ethiopia; to this end, the researcher used a case study of four secondary schools. The main research question that framed the study was: How do principals practice effective instructional leadership role in secondary schools? A qualitative research method formed the basis of this study. The choice of schools for this study was deliberate, and was solely based on convenience. Participants in this study consisted of national educational experts, regional and district supervisors, as well as the principals of the selected schools from the sample areas. The following were selected from the sample areas: four school principals, six district supervisors and six regional experts. In addition, there were four experts from the Ministry of Education who also participated in the study. The analysis of the research data revealed that there is strong evidence of effective instructional leadership at the selected schools. However, despite the existence of this instructional leadership, these schools, like all other organizations, are still faced with a number of challenges that limit the effectiveness of the teaching and learning process. These challenges include lack of discipline, inadequate support, poor time management, lack of teaching and learning resources and poor training system. Participants were provided with a number of possible solutions to the problems identified. Principals were expected to be good role models in order to set examples for their staff members. An enabling environment had to be created for effective teaching and learning to take place. The researcher recommended the following new model: secondary school principals in the selected region were expected to have a vision and knowledge of instruction. In addition, they had to be committed to their work and be capable of creating a safe environment and a school culture conducive to effective teaching and learning.
Educational Management and Leadership
D. Ed. ( Educational Management)

M.Ed. (Educational Leadership and Management)
The field of school leadership is currently preoccupied with the new idea of distributed leadership. Harris (2009:3) also writes that it is irrefutable that distributed leadership has become the idea of the moment. It is against this backdrop that this study aimed to explore the perceptions of teachers regarding the practice of distributed leadership in their respective schools. What propelled this research were the changes that are taking place in South African education system since 1994. This study explores the practice of distributed leadership in schools from a teacherbased perspective, rather than from the educational theorists and legislators’ point of view. The schools under study are the three secondary schools located within Johannesburg North District 10 in Gauteng Province. The research design followed a qualitative approach. Three secondary schools were sampled, and the data were collected through interviewing the teachers of different post levels (including principals), as individuals and in pairs. Documents containing minutes of the planning sessions and the first staff meeting were also used to triangulate the data. These documents showed how roles and responsibilities are allocated to each teacher in those three sampled secondary schools. The findings revealed that there are both benefits, and inevitable and inherent threats to the implementation of distributed leadership in the three schools. The benefits are that distributing leadership can raise school’s collective capacities, empower staff, and can encourage collaborative school cultures and decisionmaking; and all these can make the school effective because there is coperformance, collective agency and conjoint effort in running the schools’ affairs. However, there is inherent threat posed by the school’s hierarchical structure and the policy climate within which schools operate. These barriers cannot simply be underestimated or ignored, and it is naïve to assume that they would simply fall away to accommodate and support distributed leadership in schools.

There is an assumption that effective styles of leadership lead to effective schooling which is evidenced by, among other things, high pass rate. This study explored principals’ leadership styles in two secondary schools in Imati ward in Maphumulo Circuit. The study was conducted in two neighbouring secondary schools situated within a rural context. The two secondary schools were purposefully selected because of the disparities of learner achievement in the two schools. One school had produced very good Grade 12 results in the last five years and the other school had not performed as good, yet both schools are from the same area experiencing relatively similar challenges. Without relegating the influence of many other contextual factors, the study seeks to explore leadership styles practised in these schools. The study recognises that leadership is a process and does not dwell in an individual (Gunter, 2001; Nothouse, 2001; Halinger & Heck, 2003). The study adopted a qualitative approach and was located within an interpretivist research paradigm. This approach was deemed appropriate for this study whose objectives were to provide an understanding of the multi-realities from principals, HODs and teachers. Data in this study was generated using mainly semi-structured interviews and document analysis. These interviews were conducted with principals, HOD and teachers (one per school). Every possible effort was made to ensure that ethical issues pertinent to the study were considered at all times. The trustworthiness of the study was also considered in terms of credibility, dependability, transferability and confirmability asserted in Rule and John (2011). The study findings suggested that there was evidence of leadership being distributed to teachers at the better performing school. It was further found that the principal of the school did not stick There is an assumption that effective styles of leadership lead to effective schooling which is evidenced by, among other things, high pass rate. This study explored principals’ leadership styles in two secondary schools in Imati ward in Maphumulo Circuit. The study was conducted in two neighbouring secondary schools situated within a rural context. The two secondary schools were purposefully selected because of the disparities of learner achievement in the two schools. One school had produced very good Grade 12 results in the last five years and the other school had not performed as good, yet both schools are from the same area experiencing relatively similar challenges. Without relegating the influence of many other contextual factors, the study seeks to explore leadership styles practised in these schools. The study recognises that leadership is a process and does not dwell in an individual (Gunter, 2001; Nothouse, 2001; Halinger & Heck, 2003). The study adopted a qualitative approach and was located within an interpretivist research paradigm. This approach was deemed appropriate for this study whose objectives were to provide an understanding of the multi-realities from principals, HODs and teachers. Data in this study was generated using mainly semi-structured interviews and document analysis. These interviews were conducted with principals, HOD and teachers (one per school). Every possible effort was made to ensure that ethical issues pertinent to the study were considered at all times. The trustworthiness of the study was also considered in terms of credibility, dependability, transferability and confirmability asserted in Rule and John (2011). The study findings suggested that there was evidence of leadership being distributed to teachers at the better performing school. It was further found that the principal of the school did not sticThere is an assumption that effective styles of leadership lead to effective schooling which is evidenced by, among other things, high pass rate. This study explored principals’ leadership styles in two secondary schools in Imati ward in Maphumulo Circuit. The study was conducted in two neighbouring secondary schools situated within a rural context. The two secondary schools were purposefully selected because of the disparities of learner achievement in the two schools. One school had produced very good Grade 12 results in the last five years and the other school had not performed as good, yet both schools are from the same area experiencing relatively similar challenges. Without relegating the influence of many other contextual factors, the study seeks to explore leadership styles practised in these schools. The study recognises that leadership is a process and does not dwell in an individual (Gunter, 2001; Nothouse, 2001; Halinger & Heck, 2003). The study adopted a qualitative approach and was located within an interpretivist research paradigm. This approach was deemed appropriate for this study whose objectives were to provide an understanding of the multi-realities from principals, HODs and teachers. Data in this study was generated using mainly semi-structured interviews and document analysis. These interviews were conducted with principals, HOD and teachers (one per school). Every possible effort was made to ensure that ethical issues pertinent to the study were considered at all times. The trustworthiness of the study was also considered in terms of credibility, dependability, transferability and confirmability asserted in Rule and John (2011). The study findings suggested that there was evidence of leadership being distributed to teachers at the better performing school. It was further found that the principal of the school did not stick to a particular leadership style, but considered the demands of the situation.
M.Ed. University of KwaZulu-Natal, Durban 2012.

Studies on women principals and leadership have been conducted in both developed and developing countries. Not much research on women leadership has been undertaken in Sekhukhune region in rural Limpopo, South Africa. The study’s interests were in the representation of women in leadership in this region. It sought to explore leadership experiences of women principals working in secondary schools in rural areas. In addition, the study sought to understand what led to their appointment, particularly in a deeply traditional and patriarchal society such as Sekhukhune region, considering both barriers as well as enhancers and how they impacted on their progress to principalship. Data were collected by means of qualitative methods; semi-structured interviews were held with six women principals from public schools only. Structured observation was also conducted during school visits, as well during interviews wherein field notes were also taken. School documents such as SGB and minute books, some policy documents, noticeboard documents, time-books, attendance registers were analysed. Existing literature on women and leadership was reviewed. Data collected was transcribed, analysed, interpreted, and findings were presented. Women principals spoke of their everyday work experiences within the context of sharing challenges and strengths in their careers. The study found out that women are their own motivators, which serves as a strong enhancer. However, women still face organisational barriers particularly in the selection procedures where gender discrimination is evident. Findings revealed that women principals continue to face myriad administrative and personal challenges when caring out their managerial duties. These include resistance from communities and staff often displayed by stereotypical attitudes and discrimination. In order to cope with some of the challenges, participants in this study innovatively employed various leadership styles such as care and nurturing, collaboration, androgyneity and spirituality. Stereotyping still exists as leadership is viewed from a male perspective. In conclusion, this study discovered that women principals displayed some values of liberal feminism in their leadership experiences; they demonstrated that they can do great things by taking part in the public sphere.
Educational Leadership and Management
M. Ed. (Educational Leadership and Management)

The importance of secondary school education in moulding learners into responsible citizens of tomorrow cannot be ignored or undermined. Secondary school education is the stepping stone for unlimited opportunities for learners to explore the career choices that they have to pursue further in their lives. Every year the performance of secondary schools in the matric examination come under spotlight as soon as the results are published. Many schools in the previously disadvantaged communities perform poorly in the matric examination each year. This research aims at drawing up management strategies that could be used to improve the performance of learners in the matric examination in the poorly performing schools. The literature study reveals that effective management and leadership is an essential characteristic of a successful school. Managers of schools that are poorly performing in the matric examination have to set up proper systems in place to ensure effective teaching and learning. Effective participation of all stakeholders in the management of the education of the learners is essential to improve the academic performance of learners in the matric examination. Quality subject delivery by educators in the classroom is the most important and indispensable factor that can improve the academic performance of learners in the secondary schools. Active participation of parents in the education of their children is essential to improve the discipline of the school as well as the academic performance of the learners. The literature study also reveals that poor socio-economic conditions can negatively influence the academic performance of learners. Schools that are poorly performing require visionary and innovative managers to turn them around into centres of excellence. Managers of schools have to seek the assistance and cooperation of the community and the business people to improve the quality of education provided in schools. Availability of necessary physical facilities enhance the quality of teaching and learning and the academic performance of learners in the various subjects. A questionnaire was used to collect the data required for this research. Forty schools that are poorly performing and forty schools that are well performing in the matric examinations were selected for this research. All these schools exist in the previously disadvantaged communities. Based on the information gathered using the questionnaire, each item in the questionnaire is analysed and discussed. After the factor analysis, the significance of the difference between the factor means of the various groups for each of the factors were analysed and explained. The data obtained suggests that in many schools (66,5% of schools surveyed), there is a lack of effective management structures that are essential for the implementation of quality teaching and learning. Lack of support and active participation of the parents in the education of the learners can be noticed from the information gathered. Poor management of school resources for effective teaching and learning can be also observed from the data collected. Lack of physical facilities is still a major problem in many (54,5% of the schools surveyed) schools. Lack of shared vision and cooperation among the stakeholders of education for the provision of quality education is evident in many schools. Ill-disciplined and non-committed learner bodies are a major challenge to many schools in the previously disadvantaged communities. The research shows that, organisational support and individual support are crucial to the success and the improvement of the academic performance of a school. The management strategies to improve the academic performance of previously disadvantaged schools in the grade 12 examination has two components namely: organisational support and individual support. The SMTs of schools have to set up management systems in place to ensure effective teaching and learning at schools. It is the responsibility of the SMTs to provide a suitable atmosphere needed for effective curriculum delivery at schools. The human, physical and financial resources of a school should be managed most effectively for quality education for all. Management strategies that will provide opportunities for all stakeholders to participate effectively in the school development programmes should be organised by the SMTs of schools. Schools have to introduce and implement strategies to improve the learner attendance and discipline for quality education and to improve the academic performance. The SMTs of schools have to introduce programmes that will increase the participation and support of parents in the education of learners. The academic performance of schools cannot be improved without providing sufficient individual support to the learners and educators. Based on the needs of the educators and learners, schools have to organise various programmes to support them to improve the academic performance in the grade 12 examination. Workshops and in-house training for educators are some of the ways to support the educators to enhance the quality of curriculum delivery at schools. Additional academic support programmes like extra lessons during afternoons and holidays can assist learners to improve their performance. Schools should have necessary systems in place to address the socio-economic needs of learners. In chapter 6, the findings of the research as well as the recommendations of management strategies to improve the academic performance of previously disadvantaged schools in the grade 12 examination are also given.
Prof. T.C. Bisschoff

The dilemma in South African schools can be attributed to the lack of legitimacy created apartheid system and its policies during the previous dispensation. The apartheid school system was characterized by inequality: racially, regionally and in terms of gender (Department of Education 2000f:l). It was also administered by means of a top-down management system where principals and educators were at the receiving end. This means that the principals were accustomed to receiving instructions from departmental officials. This led to poor management and leadership and to a collapse of the culture of teaching and learning in the majority of schools. The South African Schools Act of 1996 places all South African Schools firmly on the road to a school based system of education management and leadership. Department of Education Task Team Report" Changing Management to Manage Change in Education" (1996), as well as the South African School Act of 1996, proposed that a new approach to leadership and management which is a process of decentralizing decision making about allocation of resources to school level, and a significant process of democratization in ways in which schools are governed and managed. The Department of Education (1996) also emphases that the implementation of these new policy trends require school principals who are able to work in democratic and participative ways to build relations and ensure efficient and effective delivery in schools. In this connection transformational style of leadership is essential as this style of leadership is regarded as being more suitable and appropriate for school effectiveness and improvement (see Coleman 1994). What is attempted is of the principal's leadership and its impact on this school; whether the principal's leadership style corresponds with the processes of transformational leadership advocated in the new education policy trends; and a special focus will be on whether there is any evidence of the existence of transformational leadership in this school. The main findings of this research exhibited that the principal's leadership at this school was transactional rather than being transformational. Although the principal at some stage would feel confident that she is carrying out his duties effectively toward promoting effective teaching and learning at this school, it was evident from the findings that she was not at all prepared to face the challenges of the new paradigm shift.
Thesis (M.Ed.)-University of KwaZulu-Natal, Durban, 2004.

This study sought to explore perspectives and experiences of leaders of secondary schools’ stakeholders on leadership. The experiences of parents and learners who are not necessarily leaders in schools about secondary schools leadership were also explored. Participants were afforded the opportunity to suggested strategies for leadership improvement in secondary schools. This study is underpinned by academic literature and the shared leadership theoretic framework. The study espoused a qualitative research methodology and used a case study approach as a research design. The study included secondary school principals, deputy principals, HODs, teachers, parents, SGB chairpersons, RCL presidents and learners. Semi-structured interview questions, focus group interview questions, notebook, a voice recording device and observation sheets were used as data collection tools. The findings showed that there is little-shared leadership in schools; principals do not share their leadership with their deputy principals where deputy principals are overshadowed by principals. SMTs drive their resolutions through teachers’ throats during staff meetings where teachers rubberstamp SMT decisions. RCLs are not recognised and in many cases, they are not part of SGBs. Leaders of stakeholders are encouraged to use the democratic leadership style, autocratic leadership style and laissez-faire leadership style. Principals of secondary schools should involve all stakeholders in decision making. Leaders of stakeholders should be workshopped by the principal and the Department of Education on shared leadership. There should be shared leadership in secondary schools. The following leadership styles should be upheld in secondary schools based on character traits which are; honesty, loyalty, kindness, and forgiveness. Leaders should also uphold democratic principles which are consultation, collective planning, collective accountability, debates and stakeholder involvement.
Educational Management and Leadership
M. Ed.

In the 21st century, there is a growing realisation that providing principals with the necessary opportunities of training in leadership and management skills has become increasingly important as a way to increase school effectiveness and achieve quality performance. Central to this argument is the fact that principals are merely accorded a status and role without the necessary training. The purpose of this study was therefore to explore the effectiveness of state-funded professional development programmes of school principals with specific reference to Soshanguve secondary schools and also to ascertain the extent to which principals’ training meets the schools’ and principals’ needs given the changed conditions that exist in the country. The study employed a quantitative research methods approach to collect data from 100 educators and 20 Head of Departments (HoDs). This was done through administration of questionnaires. Data was analysed using the Statistical Package for the Social Sciences (SPSS), which was used to generate the frequencies and descriptive statistics that were used to answer research questions. While it is expected that principals should effectively and rigorously be developed to enable them to improve teaching and learning at their schools, the study, however, found that training of school principals in Soshanguve was elusive and ineffective, and as result, the majority of these principals lack basic management training prior to and after their entry into principalship. The study has shown that apart from being faced with various challenges and being promoted to principalship without the necessary leadership experience, principals rely on trial-and-error experience and common sense in leading and managing schools. The study also showed that a majority of principals are in great need of being professionally developed in some specific areas. Furthermore, the study discovered that the Department of Basic Education does not seem to be making efforts in ensuring that principals are professionally developed. Consequently, principals develop on their own through informal professional development strategies. In conclusion, the study recommended, amongst others, that principals should be encouraged to take personal responsibility and initiative in preparing and developing school leadership through self-study, reading literature, attending seminars and workshops out of their own personal volition. That Department of Basic Education (DoBE) needs to look into ways of subsidising the training of school principals. DoBE should also find ways of formally incorporating more of the private sector and non-governmental organisations to help in the preparation and development of principals for school leadership by allowing them to offer in-service courses for potential principals and serving principals.
Educational Leadership and Management
D. Ed. (Education Management)

The phenomenon of conflict is the problem that principals are faced with in their respective schools. The aim of this study was to explore the role that innovative leadership could play in managing conflict at the selected schools in Botswana. For the purpose of this study, a qualitative research approach was adopted. It included interviews, during which the informants responded to open-ended questions; observations, where the researcher visited the schools and interacted with the informants; and document analysis. These methods were employed to determine the perceptions of participants regarding the nature, extent, and causes of conflict at the selected schools. The study indicated that a number of factors could significantly contribute in managing conflict. Employing innovative educational leaders, benchmarking, using bottom-up communication skills, and the engagement of policy analysts, are some of the key recommendations made for avoiding further conflict within schools and between schools and the Ministry of Education.
Educational Leadership and Management
D. Ed. (Educational Management)

The United Nations works towards sustainable development for present and future generations and therefore set their target for 2030 to attain seventeen goals, not only to help future generations meet their own needs, but also to help this present generation to be sustainable. In view of all that, one realizes that world leaders released a new, holistic paradigm shift known as systemic thinking. The new paradigm falls back to the ancient old tension between parts and the whole. Nowadays, 21st leaders reject the emphasis on the parts with its linear, rational and competitive edge. At this time in history, the new paradigm embraces a nonlinear, integrative, intuitive and holistic view of life with a moral vision at the tail end. As a result, a strong emphasis on the earth as a living being called world leaders to emphasize the moral calling of humans towards the planet. At it's heart, the calling is spiritual in order to keep the planet sustaining itself at all costs. Therefore, leaders tune themselves in to sense the future- that's to say they continuously solve complex problems fast and secure with simple solutions. Forecasts of the future is derived from sensing, experience and observation of best future possibilities. Presencing means leaders envision the future and then act on what they sense. Sources of leadership vision are foresight that leads to insight and action. Before any of the above will be effective, some preparation has to be done. Preparing the mind, heart and will to open and to resist judgementalism, cynicism and fear lays the groundwork for implementing sustainable development principles. Sensing requires stillness or mindfulness; becoming quiet to wait for the right moment to act. Strong and impulsive reactions to promote the egoistic self should be quenched by asking oneself “Who am I?”, “What is my task?” .This study examined the role of motion leadership towards sustainable development in Canadian secondary schools in Alberta Province. A qualitative investigation at three independent schools in the province of Alberta near the greater Calgary area was done. Data were gathered by means of face-to-face, in-depth interviews. Each interview lasted thirty minutes. Each school’s principal, assistant-principal and a teacher have been interviewed. Data were also gathered through document analysis from the Alberta education websites. The findings revealed that, to a greater or lesser extent, motion leadership is present throughout. Findings showed that openness in the schools are present and that leaders do try to get rid of their blind spots. Participants were in favour of mindfulness sessions at their schools and work towards a borderless migration to spread the sustainable development principles. The study, in the light of the new paragdigm, recommends that firstly, motion leaders need to remain clear on their moral vision, namely to serve the planetary wellbeing through sustainable development principles. Secondly, the study recommends that every motion leader has to help to turn the beam of observation on themselves in order to see that they are part of a holistic system and part of the problem the system might encounter. Thirdly, both parents and the wider community should be intricately involved in learning to become system citizens.
Educational Leadership and Management
M. Ed. (Educational Leadership and Management)

The focus of the study was an exploration of the perceptions of secondary schools’ principals about the effectiveness of school governing bodies in Ga-Rankuwa, Tshwane West District. The main research question was formulated as follows: What are the secondary schools’ principals’ perceptions about the effectiveness of school governing bodies in school governance? The main aims were to determine how the findings of the study could add to new knowledge about the effectiveness of school governing bodies in Ga-Rankuwa and to ascertain if the perceptions of secondary schools’ principals play a role in the effective functioning of school governing bodies. A review literature worked a synthesis of perspectives on functions and roles of school governing bodies. The study examined the roles, functions of school governing bodies in selected developed, and developing countries and discussed in detail school governing bodies in the South African education system after 1994. Informed by the literature review, an empirical inquiry using a mixed method; combination of qualitative and quantitative methods to explore the perceptions of secondary schools’ principals about the effectiveness of school governing bodies in Ga-Rankuwa, Tshwane West District. Sampling of respondents was purposeful. Qualitative and quantitative methods of data gathering were used in order to produce reliable and valid results. The study involved seven (n=7) secondary schools principals who responded to a researcher-designed, pen-and-paper questionnaire and participated in semi-structured interviews. Ethical requirements were met and the identity and privacy of participants were protected. Data presented were mainly derived from documentary sources, the questionnaire and interviews. Data were analyzed, the findings presented, interpreted and the significance noted. Findings indicated that little had been documented in relation to the exploration of perceptions of secondary schools` principals about the effectiveness of school governing bodies in Ga-Rankuwa. Overall, the principals were positive about the role played by the school governing bodies; although they identified several areas in which both school governing body members and principals required ongoing training. Based on the findings of the literature and the empirical study, the researcher recommended the establishment of a special unit for the training and induction of secondary principals and newly elected members of school governing bodies to ensure effective school governance. The constraints of the study were financial. The findings of this small-scale study cannot be generalised; however, several areas for future research were identified.
Educational Leadership and Management
D. Ed. (Education Management)

MEd (Educational Management)
Department of Educational Management
Subject heads of departments (SHDs) play pivotal role in the leadership and curriculum delivery in secondary schools; yet they are still expected to lead departmental teams and to promote quality of teaching and learning. They find themselves in complex situations of leading departmental teams and of leading instructions in secondary schools. The purpose of this study is to investigate the challenges facing SHDs in promoting quality teaching and learning of dysfunctional Secondary schools. Qualitative research methodology was employed using case study research design to collect data through interviews and on-site observation checklists. Purposive sampling procedure was used to select four (4) out of seven (7) dysfunctional secondary schools. Sixteen (16) SHDs from the seven secondary schools were the population of this study. A total of ten (10) SHDs were sampled to be the participants in this study. Semi-structured individual interview schedules and on-site observation check list were used to collect data from participants. A voice recorder was used to record interviews and data collected was interpreted verbatim. The purpose of using on-site observation was to serve check the practicability and verification of data collected during interviews. Data from the two instruments was triangulated, analysed and interpreted verbatim. Common themes were drawn followed by interpretations and conclusions. The researcher presented general views of participants and linked them with relevant literature. The researcher hoped that this study will benefit teachers, school management teams (SMT) and researchers in understanding the challenges facing SHDs in promoting quality teaching and learning in dysfunctional Secondary schools (DSS). Empirical findings revealed that SHDs are facing complex challenges of promoting quality teaching and learning in dysfunctional Secondary Schools. Furthermore, it is recommended that SHDs should be supported internally by Principals and deputy principals. Equally importance is that external support by curriculum advisors should be ongoing.
NRF

The research centres on the degree to which the no-fee-paying policy is influencing the financial management of schools in Soshanguve. The no-fee-paying policy stems from the Education Laws Amendment Act 24 of 2005 according to which the levying of mandatory fees was abolished at public schools that are declared no-fee-paying institutions. The state funded these newly declared no-fee-paying schools in order to create greater access to quality education and to improve the educational resources and equipment in impoverished schools. According to the findings of this research, there is little or no financial management in the former underprivileged schools in Soshanguve. This lack of proper financial management in these schools appears to be due to the lack of capacity within both the schools and the school governing bodies themselves. In addition, there appears to be a lack of equality and equity between the formerly underprivileged schools and the advantaged schools. In the words of Fiske and Ladd (2004b:248), equality and equity seem to be elusive. Schools in the cities are still advantaged since the parents are paying fees and schools are managing their funds, while parents in the township schools (especially in Soshanguve) have been found to be unsupportive financially. This is probably because communities around the schools are, in the main, poverty stricken.
Public Administration and Management
D. Litt. et Phil. (Public Administration)