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Dissertations / Theses on the topic 'MANAGEMENT OF EDUCATIONAL ORGANIZATION'

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Published: 24 April 2022

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1

Lai, Hoi-yuen Hilary. "A study of decision-making : recent theoretical perspectives in educational administration /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20135956.

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2

Ramcharan, Aneel. "Managing human resources in education : applying organisational communication in educational management." Thesis, University of Zululand, 2004. http://hdl.handle.net/10530/321.

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A thesis submitted in fulfilment of the requirements for the Degree of D.Litt in Communication Science, University of Zululand, 2004.
Human Resource Management has become one of the most discussed approaches to the practice and analysis of employment relationship in our modern society. In this thesis I present my recommendations that organisations will function more effectively and efficiently if the people who work in them are encouraged to develop professionally and to use that approach to undertake organisational tasks. Increasingly human resource management is being recognised as crucial, not only to the individual but also to the promotion of effective and efficient organisations. In this thesis I will focus on educational management in two ways — from the perspective of the individual and from the perspective of the organisation. Educational management is a diverse and complex range of activities calling on the exercise of considerable knowledge, skill and judgement by individuals, but its practice is dependent on the culture of particular organisational settings. I focus on this constant interplay between individual capability and organisational requirements, which make human resource management for educational managers both challenging and exciting. In this thesis I will examine how the concepts, skills and insights gained through professional development can be applied by educational managers to specific organisational tasks and systems. At best this thesis encourages school managers to ask questions about their own organisations and to develop their own solutions appropriate to their organisations. My research involves a mixture of theory and practical examples, which it is envisaged will spur students of learning and educational managers to apply and refine in the future. In the final phase of my research I reveal how the concepts, skills and insights gained through professional development can be applied bv educational managers to specific organisational tasks and systems in the effective use of human resources.

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Rolle, Bridgette Deanne. "Educational administration organizations: A decision base for effective selection." Diss., The University of Arizona, 1993. http://hdl.handle.net/10150/186165.

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This dissertation explores and examines various foundations for thinking about organizational systems, i.e., organizational epistemics. There are several ways to examine "systems" and several levels at which criteria apply to systems. First, the study establishes the minimum demands on "systems" and formulates what is essentially a system for systems or an organizational system for selecting organizations' designs. By adopting a generic model, one that stipulates minimum requirements for assessing organizational designs, each administrative organization is evaluated in terms of the theoretical justification used to ensure an effective and efficient organizational structure. The future effectiveness of organizational designs is contingent on changes in society, in education, and in the private sector, e.g., responses to social, economic, and cultural exigencies. This dissertation explores possibilities for the future as organizations respond to new and unusual variables. The format suggested in this study may well provide a glimpse of what the future holds for organizational designs in the world of tomorrow.

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Yu, Chung-ching. "A comparative study of school-based management in three places - rethinking school-based financial management under the school management initiative." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17595393.

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5

Keith, Joseph D. "The Relationships Among Leadership Behaviors of Leaders in Training Organizations, Training Methods, and Organization Profitability." Digital Commons @ East Tennessee State University, 1996. https://dc.etsu.edu/etd/2930.

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Business organizations are decreasing funding for training. The problem investigated in this study was to determine if there was a relationship among the leadership behavior of training leaders, the use of newer methods of training, and organizational profitability. A sample of 57 organizations from the Fortune 500 was surveyed to determine leadership behavior and the use of newer methods of training. The Leadership Practices Inventory was used to measure leadership and the Affective Communication Test was used to measure charisma. Profitability data were obtained from the literature. Return on assets, return on equity, the Moody's Corporate Bond Rating, and the Standard and Poor's Opinion were used as profitability measures. Correlation and regression analyses were used to analyze the data. No relationships were shown between leadership behaviors and training methods or between leadership behaviors and profitability. A positive relationship was shown between the number of newer training methods used and organization profitability as measured by return on assets. The following were the newer training methods: (a) accelerated learning, (b) case study methods, (c) computer-based training, (d) experiential exercises/games/simulations, (e) interactive video instruction, (f) multimedia, (g) non-computerized self-study, (h) problem-based learning, and (i) video teleconferencing.

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6

Smith, Elizabeth L. "Educational leadership : a study of graduates of Eastern Illinois University's educational administration program /." View online, 1987. http://ia301524.us.archive.org/1/items/educationalleade00smit/educationalleade00smit.pdf.

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7

Alumbaugh, John W. Laymon Ronald L. "An examination of business and educational management beliefs towards educational choice in a selected public school district." Normal, Ill. Illinois State University, 1992. http://wwwlib.umi.com/cr/ilstu/fullcit?p9311281.

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Thesis (Ed. D.)--Illinois State University, 1992.
Title from title page screen, viewed January 30, 2006. Dissertation Committee: Ronald L. Laymon (chair), Thomas P. Nelson, Paul C. Baker, Richard D. Berg, Timothy F. Hyland. Includes bibliographical references (leaves 113-117) and abstract. Also available in print.

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8

黎凱源 and Hoi-yuen Hilary Lai. "A study of decision-making: recent theoretical perspectives in educational administration." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31960236.

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9

Victor, Jeffrey R. "The Development of Student Organization Advisor Workforces through the Expansion of Strategic Talent Management Practices." Thesis, University of Maryland University College, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13424162.

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The purpose of this study is to provide managers in both educational institutions and student organizations with empirically-based recommendations for how to best manage student organization workforces to achieve engagement and retention. The research questions ask (a) how educational institutions and student organizations strategically manage advisor talent to attract, engage, and retain advisors in their roles and (b) what talent management strategies can be applied to sustain a competent, satisfied, and engaged student organization advisor workforce. Through a systematic review methodology with an evidence-based management perspective to configure the best available evidence for synthesis, this dissertation incorporates organizational citizenship theory, the functional theory of volunteerism, and strategic talent management theory to reach the conclusions. Study findings confirm that student organization advisor service is linked to all elements of the functional theory of volunteerism but is primarily motivated by the values function first and then the career functions. Furthermore, student organization advisor service is a form of organizational citizenship behavior, and the values function of volunteerism is the antecedent to service as an advisor. Finally, it was determined that strategic talent management practices can be applied to student organization advisors, but such practices are not being implemented by key stakeholders. A theoretical model of advisor involvement and suggestions for implementation are presented to address this gap in practice. As a result of these findings, a model for practice that incorporates key strategic talent management practices to address fundamental advisor needs has been developed with an evidence-based blueprint for implementation.

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10

Arfstrom, Kari M. "Recognizing, determining, and addressing entrepreneurial innovations by superintendents of emerging or established educational service agencies." Fairfax, VA : George Mason University, 2009. http://hdl.handle.net/1920/4599.

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Thesis (Ph.D.)--George Mason University, 2009.
Vita: p. 164. Thesis director: Penelope Earley. Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Education. Title from PDF t.p. (viewed Oct. 11, 2009). Includes bibliographical references (p. 159-163). Also issued in print.

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11

Zhang, Biao. "Academic information-seeking behavior of graduate students in educational administration /." Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.

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12

Poon, Siu-lan Lucy. "Leadership ... in you : a case study of an aided secondary school in its infancy /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18810913.

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13

Stephenson, Gloria. "A leadership approach to using technology to enhance organizational learning and the creation of a knowledge-centered culture in this school district." Diss., Columbia, Mo. : University of Missouri-Columbia, 2007. http://hdl.handle.net/10355/4663.

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Thesis (Ed. D.)--University of Missouri-Columbia, 2007.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on February 29, 2008) Includes bibliographical references.

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Chattip, Suwannachin Riegle Rodney P. "Planning for a learning organization in a private vocational school in Thailand." Normal, Ill. Illinois State University, 2002. http://wwwlib.umi.com/cr/ilstu/fullcit?p3064541.

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Thesis (Ph. D.)--Illinois State University, 2002.
Title from title page screen, viewed February 9, 2006. Dissertation Committee: Rodney P. Riegle (chair), Barbara Heyl, Paul J. Baker, Dianne E. Ashby. Includes bibliographical references (leaves 155-157) and abstract. Also available in print.

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Ellison, Kat. "Individual and Organizational Factors That Influence Principal Longevity in Charter Management Organizations| Does Gender Matter?" Thesis, University of the Pacific, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10275897.

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Principals play a significant role in schools and impact many aspects of the educational experience. Principal turnover, especially in high-needs schools, has a detrimental effect on schools, specifically on student achievement. One type of educational experience that seeks to serve students of low-income backgrounds and from historically under-served populations are schools run by charter management organizations (CMOs). Previous research has reported that women hold positions of educational leadership far less in proportion to men given the high number of women in teaching positions. Therefore, in order to more fully understand the principals in CMOs, issues of gender must be explored. The purpose of this study was to use a feminist perspective to create a better understanding of principal stability in schools run by CMOs. (Abstract shortened by ProQuest.)

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16

Vogel, Linda R. Baker Paul J. "Moving schools from testing to assessment a case study of education leadership in state-initiated school improvement for assessment literacy /." Normal, Ill. Illinois State University, 2003. http://wwwlib.umi.com/cr/ilstu/fullcit?p3106766.

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Thesis (Ph. D.)--Illinois State University, 2003.
Title from title page screen, viewed October 12, 2005. Dissertation Committee: Paul J. Baker (chair), Dianne Gardner, William Rau, Albert Azinger. Includes bibliographical references (leaves 270-283) and abstract. Also available in print.

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17

Cheng, Yan-wing. "Change management of teachers in their workplace : a case study in the learning organization perspective /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17600960.

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18

Kovacs, Jane. "Facilitating change in Australian schools applying a business quality improvement model /." Swinburne Research Bank, 2009. http://hdl.handle.net/1959.3/63104.

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Thesis (DBA) - Faculty of Business and Enterprise, Swinburne University of Technology, 2009.
Submitted in partial fulfilment of the requirements for the Professional Doctorate of Business Administration, Faculty of Business and Enterprise, Swinburne University of Technology, 2009. Typescript. Includes bibliographical references (p. 269-284)

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19

Moore, Stephen. "Assessing the professional development needs of principals and leaders in preK--12 educational settings." Related electronic resource: Current Research at SU : database of SU dissertations, recent titles available full text, 2008. http://wwwlib.umi.com/cr/syr/main.

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20

Link, Bill D. Baker Paul J. "Quality management and school improvement a comparative analysis of three elementary schools /." Normal, Ill. : Illinois State University, 2006. http://proquest.umi.com/pqdweb?index=0&did=1251859831&SrchMode=1&sid=4&Fmt=2&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1178890693&clientId=43838.

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Thesis (Ed. D.)--Illinois State University, 2006.
Title from title page screen, viewed on May 11, 2007. Dissertation Committee: Paul J. Baker (chair), Joseph Pacha, Norman D. Durflinger, Jeffry B. Nelson. Includes bibliographical references (leaves 206-216) and abstract. Also available in print.

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21

Monvichet, Soeung Sujaritlak Deepadung. "Situation of educational management in technical and vocational education and training case study : Preah-Kossamak Polytechnic Institute /." Abstract, 2006. http://mulinet3.li.mahidol.ac.th/thesis/2549/cd394/4738683.pdf.

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22

Hinzey, Angela L. "Exploring How Complexity Leader Behaviors Shape the Connectivity of Agents within a Complex Adaptive System| A Case Study." Thesis, The George Washington University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10076143.

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This case study explored how specific behaviors shape the connections between people within an inter-sector health collaborative as an important antecedent to achieving collaborative outcomes. The primary research question guiding this study was, “How do individual complexity leader behaviors—a subset of complexity leadership behaviors—shape the connectivity of agents within a complex adaptive system made up of elected, unpaid volunteers immediately following their annual strategic planning retreat?” Methods included observations, interviews, and document review. Individual complexity leader behaviors (CLBs) were found to shape the connectivity of agents within this complex adaptive system in a variety of ways that depended on the extant level of connectivity between agents. Specifically, when experiencing low-negative connectivity, the utility of CLBs shaped the extant connectivity in a negative manner. When experiencing low-neutral connectivity, the utility of CLBs shaped the extant connectivity in either a negative or a positive manner, or in a manner that reinforced the status quo. When experiencing moderate connectivity, the utility of CLBs shaped the extant connectivity in a manner that reinforced the status quo or the behavior made no impact on the extant connectivity. Lastly, when experiencing high/deep connectivity, the utility of CLBs shaped the extant connectivity in a positive manner, in a manner that reinforced the status quo, or the behavior made no impact on the extant connectivity. There were also a number of additional findings related to the nature of both CLBs and the indices of connectivity. These findings are critical given that the relative connectivity of agents within a complex adaptive system is predictive of that system’s capacity to achieve outcomes. This study empirically supports and extends several core assumptions of complexity leadership theory; it also demonstrates that individual CLBs are identifiable and influential; that anybody can utilize CLBs; and that CLBs should be intentionally and mindfully utilized. Moreover, this study empirically supports the existence of non-linearity and (inter)connectivity in complex adaptive systems; it also demonstrates the versatility of connectivity and its indices. The results of this study have practical implications for inter-sector collaboratives—particularly related to how they utilize complexity leadership behaviors and achieve outcomes—and for capacity-building practitioners—specifically related to re-framing their conceptualization of leadership for their students.

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23

Jubilee, Sabriya Kaleen. "The Middle Management Paradox of the Urban High School Assistant Principal: Making It Happen." Diss., Temple University Libraries, 2013. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/216575.

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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

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Gardner, Stephen Wayne. "Analytic hierarchy analysis of leadership skills in education as rated by selected education, community, and business members in northwest Florida." [Pensacola, Fla.] : University of West Florida, 2005. http://purl.fcla.edu/fcla/etd/WFE0000047.

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25

Thomas, Lorraine. "Portfolio of three projects." Thesis, Rhodes University, 2000. http://hdl.handle.net/10962/d1003590.

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Educational leadership and management is a very wide field of study with interdependent components that should form a chain reaction in order to bring about effective management. This study attempts to investigate planning in schools which is one of the educational leadership and management components or functions. Very little research work has been done on educational planning in the Ciskei schools. This is a shortcoming since the number of secondary schools has mushroomed in the late twentieth century. The Ciskei educational managers and parents need to know and take note of the possible situations in the various schools. This is opportune time, particularly that recent events, i.e. students' demands and strikes, are drawing parents closer to the education of their children. The researcher's experience of inspecting school administration since 1990 has reinforced his conviction that the managerial teams in the Ciskei secondary schools have little knowledge of management, and of planning in particular. Although the investigation is into secondary school administration, it is also pertinent to primary school planning. Management, i.e. school year-planning, control of work, staff development, appointment of teachers, policy governing students and teachers are discussed at length . Joint planning, i.e. a participative or consultative approach, and advance planning, are investigated in relation to the school year-programme. The existence of statutory bodies in the various schools is assessed in order to test parents' involvement in the education of their children. School tours are discussed in relation to students' involvement in the school activities. The analysis of the results highlights areas that require attention, and the recommendations given address the controversial issues in planning in the various schools.

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Hendricks, Clarence Nowellin. "Integrated leadership : a leadership approach for school management teams." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018610.

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School managers currently face major challenges of finding innovative ways to improve the quality of teaching and learning and ultimately student outcomes. This might be because contemporary leadership models promote either requisite curricular expertise or requisite leadership qualities or requisite norms and values which impact notably on teaching and learning. This study examined to which extent School Management Teams (SMT’s) contribute to the quality of teaching and learning when utilizing an integrated leadership approach in primary schools.The extent to which integrated leadership contributes to the quality of teaching and learning is investigated through an exploratory mixed method approach. Case studies in six different schools were conducted through both qualitative and quantitative research methods to obtain data regarding the thirty-six participants’ integrated leadership qualities. Data was gathered through focused group interviews, observations and a questionnaire. The Annual National Assessment results for two consecutive years (2010 and 2011) of grade three and six learners for literacy and numeracy were collected to determine the relationship between integrated leadership and quality teaching and learning and the extent to which integrated leadership impacted on student outcomes.The findings revealed that SMT’s confused integrated leadership with the utilization of qualities from a range of leadership styles each seeking to fit the purpose of an activity, and then claim they are employing an integrated leadership approach. Integrated leadership on the contrary is one leadership model with different qualities and when utilised as a complete package, in a unified manner, has the potential to have a significant impact on the quality of teaching and learning and ultimately student achievement. The findings also indicated that the majority of SMT members are either not utilising integrated leadership or occasionally utilise some of the integrated leadership qualities. This might be one of the main reasons for unsatisfactory academic performance in schools. Integrated leadership thus, when implemented in its totality at all times, possesses all the qualities to have a significant impact on the quality of teaching and learning nationally and internationally.

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Kelly, William. "Decentralization of educational decision-making in the Newfoundland and Labrador education system reform process : illusion or reality /." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape16/PQDD_0007/MQ36143.pdf.

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28

Dombrowski, Richard J. Arnold Robert. "Standard educational expenditure ratios for selected variables in Illinois schools and the effects of size and wealth." Normal, Ill. Illinois State University, 1993. http://wwwlib.umi.com/cr/ilstu/fullcit?p9416874.

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Thesis (Ed. D.)--Illinois State University, 1993.
Title from title page screen, viewed March 1, 2006. Dissertation Committee: Robert L. Arnold (chair), G. Alan Hickrod, Jeffrey B. Hecht, David L. Tucker. Includes bibliographical references (leaves 108-111) and abstract. Also available in print.

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29

Blanco, Sandra K. Lynn Mary Ann. "Master's degree recipients' perceptions of task importance in educational administration." Normal, Ill. Illinois State University, 1987. http://wwwlib.umi.com/cr/ilstu/fullcit?p8806852.

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Thesis (Ph. D.)--Illinois State University, 1987.
Title from title page screen, viewed August 19, 2005. Dissertation Committee: Mary Ann Lynn (chair), Patricia H. Klass, Ronald L. Laymon, John R. McCarthy, Rodney P. Riegle. Includes bibliographical references (leaves 109-113) and abstract. Also available in print.

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Jones, Alan Meirion. "Creating a learning organization." Thesis, University of Warwick, 1994. http://wrap.warwick.ac.uk/36107/.

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This thesis reviews and critically reflects on 'learning organization' theory and practice. Specifically, it reviews and assesses relevant theories of adult learning and links those theories to the learning organization literature. Using existing literature and practice, empirical research work was undertaken in two organizations to validate, or otherwise, key elements of learning organization theory and practice and to identify patterns in the content and process of creating a learning organization. A learning-in-organizations model is then developed which combines learning organization theory and practice, adult learning theory, and the management of change literature. The multi-layered character of the learning-in-organizations model synthesizes key aspects of the learning processes in the organizations studied. The model also provides a framework (a) for research purposes to systematically define and evaluate learning in organizations, and (b) for management, groups, and individuals to use as a prompt or aide-memoire to develop and evaluate learning activity in their organizations. Key questions guiding the research include: What is meant by 'learning'? How can the complexity of learning be revealed? How can learning in organizations be evaluated? How do responses to the above questions change our understanding of what constitutes a 'learning organization'? The research is qualitative to reveal more of the subtleties of the learning process at the individual and group levels in organizations. The research process comprises four main activities: a review of existing learning organization literature and practice to identify key proposed characteristics of a learning organization; a documentary search in the two research sites; in-depth interviews in the two research sites; and the writing of case studies and their comparison to reveal learning patterns and processes. The research shows that much of current learning organization description remains anecdotal and rhetorical. Confusion exists regarding how learning in organizations is developed and assessed. Key learning organization hallmarks and characteristics are often flawed. In addition, defining and evaluating learning in organizations is often carried out in a rudimentary fashion. This research contributes to learning organization theory and practice: (a) by providing a synthesis and critical analysis of existing learning organization literature, (b) by providing some of the first empirical data on the creation of a learning organization, (c) by linking theories of adult learning to thinking on learning in organizations, and (d) develops a new model for evaluating learning in an organization by linking learning organization theory to andragogy and the management of change literature using qualitative rather than quantitative criteria.

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Garchinsky, Christopher Richard Dugan Marion. "Planning for the continuity of a school's vision and culture before leadership succession events /." Philadelphia, Pa. : Drexel University, 2008. http://hdl.handle.net/1860/2997.

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Syms, Johannes Jacobus. "Development of a leadership model for public schools." Thesis, Cape Peninsula University of Technology, 2005. http://hdl.handle.net/20.500.11838/2080.

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Thesis (DTech (Human Resources Management))--Cape Peninsula University of Technology, 2005.
This thesis describes a model for developing and implementing leadership strategies in any public school and Education Department in South Africa. To shape this model, first of all, a general literature review was undertaken. Transformational, transactional, developmental, competency-based and instructional leadership, as well as leadership styles, leadership principles, the human dynamics of leadership, qualities of leadership and the role of leadership in change were researched and studied. Although the National Education Department and the Western Cape Education Department place great emphasis on effective leadership, newly appointed educational leaders and managers often feel they would have liked more induction and training regarding leadership than they received. The Western Cape Education Department (WCED) has programmes whereby they do capacity-building work sessions with educational leaders. The mentioned programmes are mostly held once a year for newly appointed leaders in education over a period of two days. An educational leader can only attend a work session once. The educational leader has a great responsibility towards all stakeholders and must therefore be well equipped as a leader. However, many problems regarding the lack of leadership skills, effectiveness, managing of the curriculum, staff and resources in schools have necessitated the Western Cape Education Department to bring out a circular on effective leadership, emphasising the role and responsibilities of the educational leader regarding effective leadership and management. The Education Department wants to maintain the efficacy of academic, leadership and managerial standards at schools. A well structured developmental, corrective training mechanism is an attempt to deal with the poor work performance and abilities of principals and senior staff members. The national minister of education, Mrs. Grace Naledi Pandor now recently made a announcement that she intend to empower educational leaders through workshops in 2006 regarding their responsibilities, leadership capacity, and effectiveness. Against this background, the researcher undertook a survey to determine the extent to which leadership strategies are being employed at schools in the Western Cape. A questionnaire Multifactor Leadership Questionnaire (MLQ) was used to gather information and data. Structured interviews and a focus group discussion were also held.

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Camp, Jean S. ""Touching tomorrow with technology" a case study of the impact of effective school leadership on an exemplary technology integration initiative /." Greensboro, N.C. : University of North Carolina at Greensboro, 2007. http://libres.uncg.edu/edocs/etd/1405/umi-uncg-1405.pdf.

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Thesis (Ed.D.)--University of North Carolina at Greensboro, 2007.
Title from PDF t.p. (viewed Oct. 18, 2007). Directed by Carl Lashley; submitted to the School of Education. Includes bibliographical references (p. 136-139).

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Johannes, Arnold Marius. "My living theory of the transformational potential of my educational leadership." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/4079.

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In democratic South Africa, policies place much emphasis on the need for transformational leadership. This challenges school leaders to ensure that their practice is in line with the democratic and inclusive values espoused therein. This thesis is an account of my journey of learning about educational leadership and how I attempted to influence transformation at my own school. The development of my living theory of educational management is grounded in my desire to make a positive change to the quality of teaching and learning at my school, by embodying and exemplifying such values in my leadership. My learning as an educational leader comprises my living theory on improving my educational leadership within a socially challenged context. I explain the context and problems experienced at my school and provide evidence of the need to move from the hierarchic, autocratic form of leadership, still prevailing at many South African schools. I adopted the theoretical framework of servant leadership to enable me to develop a more contextually sensitive and visionary style of leadership through critical reflection on my own practice. My stimulus for this journey of learning stemmed from the perceived contradiction between my espoused beliefs about leadership and my actual practice. My own autocratic leadership style was one of the main barriers that prevented teachers from attaining autonomy and taking on leadership roles within the school. My leadership style was more in alignment with the values of accountability, discipline and efficiency than those of care, trust and the development of the potential of others. This interrogation of my ontological values informed my subsequent interventions to improve my practice. Following an action research design, I investigated the quality of my leadership to determine which areas I needed to improve, took action to improve these and evaluated the change against the values inherent in the notion of servant-leadership. I embarked on a journey that helped me to shift my practice from being based on previously held authoritarian professional values towards values that underpin a more transformational leadership, such as care and trust. My journey of learning was guided by the tenets of self-study action research, which required critical self-reflection and holding myself accountable for my own actions The practical knowledge I gained through this self-reflection on my practice enabled me to make professional judgements, which then became conceptual knowledge in the form of a living theory generated by my research. This was made possible through a continuous process of data generation to extract evidence to test the validity of the claims to knowledge I made. Multiple sources of data (written, graphic and multimedia) were used to better understand the scope of happenings throughout the research and to monitor my practice over time. I explain how I used my improved understanding of leadership to promote collegiality for building quality relationships to promote teacher leadership for school improvement and how I subjected these claims to social and personal validation procedures. The significance of this study is that it contributes to new forms of practice and theory in terms of showing how a values-based approach to school leadership can influence positive change in teacher practice. While this study is a narrative of my practice, it is also a narrative of theorising about how my colleagues and I have come to know and how our thinking has changed about our work and ourselves. Although I had to indicate a cut-off point in this action research enquiry, the knowledge gained will continue to develop and influence my practice in the future and hopefully will be judged as useful by others in positions of leadership. The thesis is thus an original contribution to educational knowledge in the field of self-study action research. It demonstrates how sociohistorical and sociocultural insights from Apartheid to Post-Apartheid South Africa can be integrated within a living theory of transformational leadership.

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Chu, Kai-wing, and 朱啟榮. "Implementing knowledge management in school environment : a principal's leadership-driven approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2013. http://hdl.handle.net/10722/196543.

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Educators all over the world are facing the challenges brought by education reform. Schools need to become more aware how Knowledge Management (KM) can help them be more effective in leveraging organizational knowledge to improve organizational effectiveness to face the increasing requirements for school improvement. Although KM has been regarded as the advanced management strategy in the business world for leveraging their intellectual assets, few studies have been conducted in the school setting. The present study will shed light on how to implement KM in a school setting through the leadership provided by the principal. This study can be a model for those educators who would like to implement KM in their schools. Although KM researchers have identified that leadership is a critical factor in KM implementation, few studies have explored the actual impact of leadership in the process of KM implementation. Moreover, the literature review shows that leadership by the principal is the essential element for school success in KM. This study shows that a principal’s leadership-driven approach is necessary for KM implementation and explores its impact on the process of KM implementation for school improvement. The study uses insider action research to explore how the principal’s leadership can be incorporated into KM in a school environment and evaluate the effectiveness of this Leadership-Driven KM Implementation in a school setting, so that this study can offer practical advice and guidance to the principals who would like to try KM in their practice. In this study, KM was implemented in a school by starting with two basic approaches: Information-Based and People-/Interaction Based Approaches. The Principal’s Knowledge Leadership was integrated with the two approaches to strengthen the implementation of the KM strategies. The principal acted as the knowledge leader with the roles of knowledge vision builder, knowledge enabler builder and knowledge role model. Under the strong leadership of the principal, both the Information-Based and People-/Interaction Based Approaches have been implemented with achievements in sharing information/knowledge and nurturing a sharing culture and trust. The principal assessed teacher’ readiness, implemented Information-Based and People-/Interaction-Based approaches and strengthened knowledge leadership through the process. This study can serve as a model for implementing KM in schools. This study shows that the principal’s leadership was the key driver for KM Implementation. The principal performed his leadership with clear direction and thoughtful procedures of implementing Information-Based and People-/Interaction-Based Approaches, thoughtful allocation of the school resources, and shaping learning for staff. As a result, the school developed a Knowledge Base and a Digital Archive as knowledge repositories and Lesson Study and Communities of Practice as platforms for knowledge sharing. The School’s achievements in KM implementation were recognized through improvement in students’ testing achievements, appreciation by KM practitioners, and recognition and awards from government examiners and experts. This study recommends that Leadership-Driven Knowledge Management is of value in the implementation of KM in schools to help schools become learning organizations so they can better face the challenges brought by waves of education reform and societal change.
published_or_final_version
Education
Doctoral
Doctor of Education

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Kirkegaard, Niels Hugo. "Leaders' and participants' perceptions of the management of the Life Science Project in Namibia." Thesis, Rhodes University, 2002. http://hdl.handle.net/10962/d1003545.

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After Independence in 1991, Namibia embarked on implementing a new and different educational system. This system was seen as a radical departure from the old apartheid system. The Namibian government approached Ibis, a Danish NGO, to support the change process by establishing and developing a new subject, life science, in Junior Secondary schools in Namibia through the Life Science Project (LSP). In a project of this nature, where a foreign (Danish) educational intervention in a relatively young and new democracy is the issue, cross-cultural aspects are likely to emerge, and these are the focus of this study. This half-thesis is an attempt to illuminate, not to evaluate, managerial as well as cross-cultural features of the project based on perceptions of selected Danish managers and Namibian advisory teachers from the former LSP expressed in the goal of the research: - To explore selected leaders’ and participants’ perception of the management of the Life Science Project. In line with this goal, I elected to conduct the research in the interpretive paradigm, using unstructured interviews as my chief source of data. The findings illuminate what would appear to be an inconsistency in the management of the project. The project seemed to be able to accommodate regional and even personal differences and to be flexible to internal changes. At the same time it appears that in its relationship to the external or task environment it did not show the same openness and flexibility to accommodate diversity. It is suggested that this could be a result of the apparent failure on the part of the project to clarify its own underlying values. The study also reveals interesting and unexpected perceptions of leadership, which may also be interpreted in terms of cultural values and beliefs. These two features of managerial issues could lead one to reflect upon the importance of recognising values in organisations which work across cultures.

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Setchel, Barbara Anne. "How distributed school leadership practices are implemented in a rural northeast Georgia elementary school." Click here to access dissertation, 2008. http://www.georgiasouthern.edu/etd/archive/spring2008/barbara_a_setchel/setchel_barbara_a_200801_edd.pdf.

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Thesis (Ed. D.)--Georgia Southern University, 2008.
"A dissertation submitted to the Graduate Faculty of Georgia Southern University in partial fulfillment of the requirements for the degree Doctor of Education." Under the direction of Linda M. Arthur. ETD. Electronic version approved: May 2008. Includes bibliographical references (p. 112-120) and appendices.

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Catlin, Mary Ellen Vandeberg. "Assessing leadership competencies /." view abstract or download file of text, 2004. http://wwwlib.umi.com/cr/uoregon/fullcit?p3153779.

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Thesis (Ph. D.)--University of Oregon, 2004.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 137-144). Also available for download via the World Wide Web; free to University of Oregon users.

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Blackburn, H. Chris. "Administrator gender differences in conflict management style and the relationship to school culture /." free to MU campus, to others for purchase, 2002. http://wwwlib.umi.com/cr/mo/fullcit?p3074373.

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Geigle, Bryce Alan. "The Chief Executive Officer of Charter Management Organizations and their Perspective on Instructional Leadership to Improve Student Achievement." Scholarly Commons, 2019. https://scholarlycommons.pacific.edu/uop_etds/3597.

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The purpose of the study is to investigate the relationship between academic emphasis and executive leadership from the perspective of a California charter management organization (CMO) chief executive officer (CEO). Executive leaders in California CMOs have a unique perspective that needs investigated. They experience educational leadership differently depending upon their individual backgrounds, educational experiences, and the families they serve. This study seeks to understand the experiences of a specific group of executive leaders and how they define academic emphasis in their CMO. The theoretical framework used to interpret the research findings was instructional leadership. The framework effectively built a lens for the reader to conceptualize the research of this study. The theoretical framework worked to guide and frame interpretation of respondent data. The research served to inform the research questions, not answer them explicitly. The research used a qualitative case study design approach focused on the story of the lived experience from the individual. The design aspired to interpret meanings and experiences from responses to uncover deep and detailed understanding. A CMO CEO responded to semi-structured interview questions. The interview protocol consisted of various question types: open-ended questions, follow-up questions, and classification questions. As transformational and educational leadership collide in Dr. Viviane Robinson’s current instructional leadership framework, the capability that is not explicitly presented is the ability for school leaders to build capacity for equity consciousness in all teammates in their organization and/or school. The findings from this study suggested that a fourth leadership capability is emerging in Dr. Robinson’s framework. There is a critical need for organization and school leaders to be equipped with the skills to seed an equity consciousness across teammates and other stakeholders.

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Irvine, Margaret Hillian. "A critical investigation of a planned organisation change initiative within an educational institution in the Eastern Cape Province." Thesis, Rhodes University, 2000. http://hdl.handle.net/10962/d1003360.

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South Africa is living is turbulent times at present. Non-government educational organisations are challenged by changes in education policy and by scarcity of donor funding for their work. This study focuses on the management of organisation change in a non-government organisation (NGO) working in rural areas of the Eastern Cape Province. I undertook the research to gain a clearer understanding of the management of organisational change. I used a third-wave change management approach, the future search conference, to conduct the process of change with the NGO. It focuses on the positive aspects of the organisation, its potential and its desired future. I conducted both the study and the future search conference as participatory action research, which involved the participants in the cycles of planning, action, observation and reflection and thus built ownership of the solutions they generated. I used the accounts of the activities arising from the future search conference, minutes of meetings, semistructured interviews and observation of behaviour to gather data. I analysed the data using triangulation, and in particular, space triangulation, to minimise the impact of the differences in culture and language use in the facilitator and participants. Analysis of the data collected revealed in the NGO that change and transformation are slow processes requiring ongoing support from the OD consultant. The staff defined organisational effectiveness, the goal of organisational change initiatives, in terms of fundraising ability. This ability embraces many of the qualities of a learning organisation and open systems thinking, two requirements for successful organisational change. In the NGO both organisation development and transformation were processes as well as products, and changes could not easily be measured until after the processes were completed. Organisational culture, and in particular the juxtaposition of the values of the organisation and staff and those of its partners and clients, played an important role in transformation. The differences lay in a ‘being’ and a ‘task’ orientation and the staff’s responsibility lay in building connections between the two. The staff received the approach of the future search conference well and there was an equally good fit between the future search conference and participatory action research. This needs to be investigated further with regard to change management in South African organisations.

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Huang, Songliang. "Bian ge zhong de xue xiao ling dao Xianggang "ai guo xue xiao" de ge an yan jiu /." online access from Digital Dissertation Consortium, 2006. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3254535.

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Mungunda, Charles. "An investigation into school principals' experience and perceptions of participative management." Thesis, Rhodes University, 2004. http://hdl.handle.net/10962/d1003481.

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The purpose of this research was to investigate three principals’ perceptions and experience of participative management and to gain insight into and understanding of the dimensions involved in participative management from the perspective of the three principals. The research was conducted within the interpretive paradigm, since I was interested in understanding the subjective experience and individual perceptions of three principals with regard to participative management and the meaning they attach to it in their natural settings: how they describe, interpret and make sense of participative management. Data were collected by means of questionnaires, interviews and observation. The findings indicate overwhelming support for the notion that participative management (collegiality) does have a positive influence with regard to creating a sense of common goals, shared vision, a sense of ownership, commitment and improved human relations. The respondents emphasized the critical role of the leader in facilitating the implementation of collegiality as well as an increasing awareness of the potential of participative management to improve human development through delegation. The responses revealed interesting paradoxes with regard to the tensions between leadership and leaderless organizations, as well as between autonomy and interdependence. Responses also reflect the sentiment that participative management should be selective, involving only those with the necessary skills and expertise in the decision-making process. While there is an appreciation of the benefits to be derived from collegiality, critical statements about participative management include the time-consuming nature of participative management, and the notion that participative management impinges on the authority of the principals.

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Leung, Pui-han. "Characteristics of effective schools : a case study of a secondary school /." Hong Kong : University of Hong Kong, 1994. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13906598.

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Bales, Jon R. Pancrazio Sally B. "Graduate preparation in educational administration among high school principals and its relationship to school effectiveness." Normal, Ill. Illinois State University, 1997. http://wwwlib.umi.com/cr/ilstu/fullcit?p9803719.

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Thesis (Ph. D.)--Illinois State University, 1997.
Title from title page screen, viewed June 1, 2006. Dissertation Committee: Sally B. Pancrazio (chair), Ronald S. Halinski, Dianne E. Ashby, Ramesh Chaudhari, Robert F. Hall. Includes bibliographical references (leaves 172-186) and abstract. Also available in print.

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Edwards, Constance Louise. "The process of educational change : a staff development initiative in two school districts." Thesis, University of British Columbia, 1987. http://hdl.handle.net/2429/27662.

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This study explored, described, and attempted to explain the process of change in two school districts in British Columbia. The study sought to determine why and how the two districts selected and put into place the same staff development program. A comparative case study method was used. A purposive sample of thirty-two persons from the two districts was interviewed to obtain their perceptions of the processes of change in their respective districts. The individuals in the sample represented three levels of district organizational structure -- classroom teachers, school principals, and district officials. Other data sources were district documents and the researcher's field notes. The data were first analyzed descriptively using as a framework Fullan's three phases of the change process: (1) initiation, (2) implementation, and (3) continuation (including perceived outcomes). Secondly, a comparative analysis between the districts was undertaken. Thirdly, an interpretive analysis, in relation to the current literature on change in education was completed. The three analyses yielded twenty-nine findings, most of which are in accord with the current literature. Some findings, however, do not fit that literature. An analysis of these findings has led to speculative conclusions in the following areas: (1) explaining program selection, (2) emphasizing the importance of certain process issues (timing, conflict, and central office involvement), (3) participation of personnel in relation to position in the organizational structure, and (4) the importance of context. Four recommendations based on the findings and conclusions are made. Two are addressed to practitioners: (1) careful attention should be paid to the contemporary literature because it does explain much of what happens, (2) practitioners should consider carefully the lessons to be learned from local variations because every case appears to have its contingencies that affect the process. The other two recommendations are addressed to those who would do further research: (3) future research which seeks to explain what it is that accounts for local variations could enhance our understanding of change, and (4) a number of methodological limitations of the present study should be addressed in future research attempts of this kind.
Education, Faculty of
Educational Studies (EDST), Department of
Graduate

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Bogotch, Ira Elliot. "A model of school managerial control : the systematic analysis of managerial behaviors, processes, and indicators." FIU Digital Commons, 1989. http://digitalcommons.fiu.edu/etd/1769.

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The theoretical construct of control has been defined as necessary (Etzioni, 1965), ubiquitous (Vickers, 1967), and on-going (E. Langer, 1983). Empirical measures, however, have not adequately given meaning to this potent construct, especially within complex organizations such as schools. Four stages of theory-development and empirical testing of school building managerial control using principals and teachers working within the nation's fourth largest district are presented in this dissertation as follows: (1) a review and synthesis of social science theories of control across the literatures of organizational theory, political science, sociology, psychology, and philosophy; (2) a systematic analysis of school managerial activities performed at the building level within the context of curricular and instructional tasks; (3) the development of a survey questionnaire to measure school building managerial control; and (4) initial tests of construct validity including inter-item reliability statistics, principal components analyses, and multivariate tests of significance. The social science synthesis provided support of four managerial control processes: standards, information, assessment, and incentives. The systematic analysis of school managerial activities led to further categorization between structural frequency of behaviors and discretionary qualities of behaviors across each of the control processes and the curricular and instructional tasks. Teacher survey responses (N=486) reported a significant difference between these two dimensions of control, structural frequency and discretionary qualities, for standards, information, and assessments, but not for incentives. The descriptive model of school managerial control suggests that (1) teachers perceive structural and discretionary managerial behaviors under information and incentives more clearly than activities representing standards or assessments, (2) standards are primarily structural while assessments are primarily qualitative, (3) teacher satisfaction is most closely related to the equitable distribution of incentives, (4) each of the structural managerial behaviors has a qualitative effect on teachers, and that (5) certain qualities of managerial behaviors are perceived by teachers as distinctly discretionary, apart from school structure. The variables of teacher tenure and school effectiveness reported significant effects on school managerial control processes, while instructional levels (elementary, junior, and senior) and individual school differences were not found to be significant for the construct of school managerial control.

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Farris, Ann R. "Are we building community or just having more meetings? : teachers of English language learners and the professional learning community process /." ProQuest subscription required:, 2003. http://proquest.umi.com/pqdweb?did=990270761&sid=1&Fmt=2&clientId=8813&RQT=309&VName=PQD.

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Brandt, Nolia Camblin Herrington Carolyn D. "Constructing school organization through metaphor making sense of school reform /." 2004. http://etd.lib.fsu.edu/theses/available/etd-07062004-203913.

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Thesis (Ph. D.)--Florida State University, 2004.
Advisor: Dr. Carolyn D. Herrington, Florida State University, College of Education, Dept. of Educational Leadership and Policy Studies. Title and description from dissertation home page (viewed Sept. 22, 2004). Includes bibliographical references.

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Dayaram, Manhurlal. "Educational management in Indian secondary schools in Natal." Thesis, 1988. http://hdl.handle.net/10413/2947.

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