Relevant bibliographies by topics / School management teams School management and organization Educational leadership Education, Secondary

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Academic literature on the topic 'School management teams School management and organization Educational leadership Education, Secondary'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "School management teams School management and organization Educational leadership Education, Secondary"

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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.

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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this pap
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Jogezai, Nazir Ahmed, Shaik Abdul Malik Mohamed Ismail, and Fozia Ahmed Baloch. "Change facilitation: what styles do Pakistani secondary school head teachers possess?" International Journal of Educational Management 35, no. 1 (2020): 47–62. http://dx.doi.org/10.1108/ijem-09-2019-0335.

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PurposeThis study aimed at exploring the change facilitator styles (CFS) that secondary school head teachers in Pakistan possess.Design/methodology/approachThis is a quantitative study using Hall and George CFS questionnaire to collect data from 276 secondary school head teachers. The CFSQ used in this study consists of 30 Likert-type questions relating to six scales. The six scales, with five items each in aggregate, form three possible CFS, including initiator, manager and responder.FindingsThe results indicate that most secondary school head teachers (75.7%) in Pakistan used responder CFS t
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Cliffe, Joanne, Kay Fuller, and Pontso Moorosi. "Secondary school leadership preparation and development." Management in Education 32, no. 2 (2018): 85–91. http://dx.doi.org/10.1177/0892020618762714.

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In England, school leadership preparation has shifted from the National College and local authorities to teaching schools, their alliances and multi-academy trusts. Against this changing educational landscape, we investigate opportunities presented to men and women in secondary school leadership teams (SLTs). Drawing on interview data from a British Educational Leadership, Management and Administration Society funded investigation, we report on leadership preparation and development opportunities, aspiration to headship, headteachers’ support of ‘in house’, regional and national preparation pr
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Mifsud, Denise. "Distribution dilemmas." Educational Management Administration & Leadership 45, no. 6 (2016): 978–1001. http://dx.doi.org/10.1177/1741143216653974.

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In this paper, I explore the relationship of democracy to educational leadership; more specifically, to the notion of distributed leadership as it unfolds within policy-mandated multi-site school collaboratives, with particular reference to practices in Malta. Under the policy framework ‘For All Children To Succeed’ introduced in Malta in 2005, Maltese primary and secondary state schools embarked on the process of being organized into networks, legally termed ‘colleges’. I explore leadership distribution among the leaders constituting the college and the subsequent inherent tensions within thi
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Steed, Kevin, John De Nobile, and Manjula Waniganayake. "Merit selecting school leaders: Australian principals' perspectives." International Journal of Educational Management 34, no. 8 (2020): 1303–15. http://dx.doi.org/10.1108/ijem-12-2019-0417.

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PurposeThis research paper explores the perspectives of Australian school principals in the state of New South Wales (NSW) regarding what they believe constitutes “merit” when selecting deputy principals, assistant principals (primary) and head teachers (secondary).Design/methodology/approachAn online survey was utilised to collect qualitative and quantitative data from school principals across the state of NSW to investigate their understanding of, and approach to, the merit selection of their respective school leadership cadres.FindingsStudy findings indicated a statewide variance in the per
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Sehgal, Prachee, Ranjeet Nambudiri, and Sushanta Kumar Mishra. "Teacher effectiveness through self-efficacy, collaboration and principal leadership." International Journal of Educational Management 31, no. 4 (2017): 505–17. http://dx.doi.org/10.1108/ijem-05-2016-0090.

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Purpose Teacher effectiveness has been a matter of concern not only for the parents and students but also for the policy makers, researchers, and educationists. Drawing from the “self-efficacy” theory (Bandura, 1977), the purpose of this paper is to explore the relationship between teacher self-efficacy and teacher effectiveness. In addition, it explores the role of collaboration among teachers and principal leadership in explaining the above relationship. Design/methodology/approach Data were collected from 575 secondary school teachers and 6,020 students representing grade 6-12th from 25 pri
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Gil, Alfonso J., Francisco Javier Carrrillo, and Eduardo Fonseca-Pedrero. "Assessing a learning organization model: A teacher’s perspective." Management in Education 33, no. 1 (2018): 21–31. http://dx.doi.org/10.1177/0892020618783815.

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The main objective of this article is to analyse the four basic dimensions of the learning organization (LO) – leadership towards learning, learning structure, learning opportunities and learning culture – within the school organization context. A quantitative study utilizing a survey was carried out. By means of an ad hoc questionnaire, secondary and high school teachers were asked about some characteristics of their educational organizations that could be related to a LO. The analyses of the internal structure of the questionnaire and internal consistency of the scores were satisfactory. A q
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AEBSAPAP, Teerasak, Tungkunanan PARIYAPORN, and Sisan BOONCHAN. "Confirmatory factor analysis of head of department’s functional competencies development: a case study in the secondary schools inThailand." Espacios 42, no. 15 (2021): 56–65. http://dx.doi.org/10.48082/espacios-a21v42n13p05.

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Functional competencies of Head of Department has been paid attention to because for a school in Thailand, the head of each department, is very important. However, the issue is the appointment of a teacher who does not have any prior proper training before. This may cause such a teacher to have incomplete functional competencies. Therefore, it is necessary to develop the functional competencies of the Head of Department. This research focuses on the components of the functional competencies of the Head of Department of secondary schools under the Office of the Basic Education Commission. As fo
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Kurmysheva, Nina. "Social and community learning as one of the directions of the educational process management." IMAGE OF THE MODERN PEDAGOGUE 1, no. 3 (2021): 20–24. http://dx.doi.org/10.33272/2522-9729-2020-3(198)-20-24.

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The directions of education development change in the conditions of VUCA world. It will allow educational institutions to be competitive and improve the quality of their educational services. One of these fields of educational process management is social and community learning.The current article studies the issue of social and community learning as one of the fields of educational process management and the possibilities of its further use in the educational process of preschool, general secondary, out-of-school and postgraduate education. The most important life skills today are actively st
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Chitpin, Stephanie. "Decision making, distributed leadership and the objective knowledge growth framework." International Journal of Educational Management 34, no. 2 (2019): 217–31. http://dx.doi.org/10.1108/ijem-10-2018-0314.

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Purpose The purpose of this paper is to know the extent to which a decision-making framework assists in providing holistic, comprehensive descriptions of strategies used by school leaders engaging with distributed leadership practices. The process by which principals and other education leaders interact various school-based actors to arrive at a distributed decision-making process is addressed through this paper. The position taken suggests that leadership does not reside solely with principals or other education leaders, but sustains the view that the actions of various actors within a school
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Dissertations / Theses on the topic "School management teams School management and organization Educational leadership Education, Secondary"

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Tyala, Zakunzima. "School management team members' perceptions of their roles in managing Grahamstown secondary schools." Thesis, Rhodes University, 2005. http://hdl.handle.net/10962/d1003644.

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During the apartheid era, that is, before 1994, the education management system in South Africa was fragmented, authoritarian and top-down. Principals were expected to manage schools on their own without consulting the rest of the staff. The birth of political democracy in 1994 resulted in many changes in the education system. These changes include the creation of one national department. In line with this democratisation came the concept of school management teams (SMTs). Because of the democratic nature of this kind of a structure (SMT), it is required that educators work co-operatively and
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Toni, Nandi. "An assessment of the skills needed by school management teams to enhance their ability to manage schools effectively." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/205.

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1.1 MAIN PROBLEM A major concern in South African schools, especially in the disadvantaged areas, is the absence of effective leadership. Problems such as a lack of planning, an absence of vision, unfair resource allocation and feelings of uncertainty indicate a lack of meaningful leadership within the schools (Sterling and Davidoff, 2000:5). South Africa currently lacks a coherently explicit policy for the in-service training of school leaders. Until recently there has been no literature specifically addressing the problems school leaders face in black schools, no black professional organizat
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Mabuku, Robert Nalisa. "Democratic leadership and management practices in a rural Namibian secondary school." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1003370.

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The primary purpose of this research was to investigate the understanding and implementation of democratic leadership and management in schools by school managers and other members of the school community in leadership and management roles as advocated by the policy of Education for all. The study also aimed at identifying any gaps in the understanding and practice of the participants in order to enhance democratic leadership and management in schools. Qualitative research using the interpretive approach was the methodology employed in order to fulfill the intention of the study, namely to inv
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Chow, Wai-yee. "How do school leaders shape school culture? a multi-dimensional perspective /." Click to view the E-thesis via HKUTO, 2005. http://sunzi.lib.hku.hk/hkuto/record/B35344222.

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Maki, D. Michele Baker Paul J. "Learning leadership teams their history, structures, processes, and impact on school improvement in Illinois /." Normal, Ill. Illinois State University, 1999. http://wwwlib.umi.com/cr/ilstu/fullcit?p9942646.

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Thesis (Ph. D.)--Illinois State University, 1999.<br>Title from title page screen, viewed July 24, 2006. Dissertation Committee: Paul J. Baker (chair), Dianne E. Ashby, Donald S. Kachur, Patricia H. Klass. Includes bibliographical references (leaves 276-280) and abstract. Also available in print.
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Xu, Shuqin, and 徐淑芹. "School leadership and citizenship education in junior secondary schools of Shanghai, China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2013. http://hub.hku.hk/bib/B50899910.

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With specific reference to junior secondary schools in Shanghai, China, this qualitative empirical study examines the dynamics and complexities of leadership in school and, in particular, citizenship education exercised by principals and school party secretaries (SPSs), who are de facto equally-ranked school leaders. Specifically, it examines, from a macro- and micro-political theoretical perspective, the interactions between these two types of school leaders, and how they respond to the demands of various school stakeholders, including macro-political actors (e.g., the state) and micro-polit
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Van, Vuuren Nelius Jansen. "A comparative study of new senior school leader perceptions of development programmes in the United Arab Emirates and South Africa." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2500.

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Thesis (DEd (Education))--Cape Peninsula University of Technology, 2016.<br>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 pr
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Shilima, Christine. "An investigation into perceptions of participative management in a Namibian secondary school." Thesis, Rhodes University, 2010. http://hdl.handle.net/10962/d1005874.

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This study examines the perceptions and experiences of school stakeholders about the practices of participative management in a Namibian Secondary School. Data was collected by using interviews, observation and document analysis. The study revealed that participative management has some benefits for the school such as it promotes democracy in school management, school as an open system, sharing of ideas and skills, teamwork and that ownership and commitment enhance the chances for organization change. Participatory decision making and shared leadership are the practices of PM that emerged from
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Akao, Shalom Maiasi. "Seen but not heard women's experiences of educational leadership in Solomon Islands secondary schools /." The University of Waikato, 2008. http://hdl.handle.net/10289/2379.

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This study is concerned with the representation of women in leadership positions in Solomon Islands. In particular, it explores the educational leadership experiences of women working in Solomon Islands' secondary schools. While much research to date has been carried out in the developed and developing countries, very little has been undertaken in Melanesian countries. As such, we know very little about women's experiences in educational leadership in Melanesia. Research data was gathered using qualitative methods. Specifically, interviews were conducted with eight women, five were deputy prin
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Kasokonya, Sinvula Martin. "An investigation of how members of a school board perceive and experience their roles in a secondary school in the Rundu Education Region of Namibia." Thesis, Rhodes University, 2007. http://hdl.handle.net/10962/d1004558.

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The purpose of this study was to investigate School Board members' perceptions and expenences of their roles in a secondary school in the Rundu Education Region of Namibia. A case study was conducted within the interpretive paradigm. Six School Board members from the selected school were interviewed. The data were analysed using qualitative data analysis practices. The findings of the study indicate that there are numerous constraints that interfere with the Board members' ability to effectively carry out their role as a school governing body. These constraints include a lack of knowledge and
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Books on the topic "School management teams School management and organization Educational leadership Education, Secondary"

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Managing teams in secondary schools. Routledge, 1992.

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Team strategies for success: Doing what counts in education. Scarecrow Education, 2001.

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The art of middle management in secondary schools: A guide to effective subject and team leadership. David Fulton, 2000.

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Jones, Jeff. Management skills in schools: A resource for school leaders. Paul Chapman, 2005.

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1943-, Huckman Lynda, ed. Senior management teams in primary schools: The quest for synergy. Routledge, 1999.

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Hudson, David. Good teachers, good schools: How to create a successful school. Routledge, 2009.

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Good teachers, good schools: How you can create a successful school. Routledge, 2008.

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Multi-leadership in urban schools: Shifting paradigms for administration and supervision in the new millennium. University Press of America, 2002.

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Hoadley, Ursula. Managing to learn: Instructional leadership in South African secondary schools. HSRC Press, 2009.

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L, Ward Catherine, and Human Sciences Research Council. Education, Science and Skills Development Research Programme., eds. Managing to learn: Instructional leadership in South African secondary schools. HSRC Press, 2009.

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Book chapters on the topic "School management teams School management and organization Educational leadership Education, Secondary"

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Santamaría, Andrés P., Melinda Webber, and Lorri J. Santamaría. "Effective School Leadership for Māori Achievement." In Advances in Human Resources Management and Organizational Development. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8376-1.ch007.

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This chapter leads a critical discourse amongst research and educational leadership communities around the nature of cross-cultural interactions and the role diversity plays in changing the status quo with regard to access, equity and academic achievement. Through this strengths-based qualitative inquiry, the authors bridge Kaupapa Maori (Maori ideology) and critical race theory methodologies with Maori and non-Maori culturally responsive leadership frameworks. Prerequisite conditions for effective cross-collaboration are presented based on the experiences of an international, interdisciplinary research team in collaboration with practicing Maori and non-Maori leaders of primary and secondary schools in Aotearoa New Zealand (NZ). The aim of the partnership is to promote the voices and practices of effective school leaders, through cross-cultural collaboration and research, to continue building critical mass for the important role of informing effective, culturally responsive leadership practices across Aotearoa NZ.
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