共查询到20条相似文献，搜索用时 15 毫秒
1.
Erwin Katewa 《Africa Education Review》2019,16(2):69-89
This article uses the lens of self-leadership to understand the leadership practice of school principals in the Kavango region of Namibia. Self-leadership emphasises the focus on leading the self to enhance one's leadership in the organisation. Self-leadership will always function with other leadership styles; hence, the article uses instructional and distributed leadership styles to understand the possibility of principals having an influence on the improvement of academic quality in schools. This article explores how six secondary school principals in the Kavango region have employed self-leadership styles to improve and sustain the performance of learners. The study adopted a qualitative method that examined the selfleadership of the six school principals in the Kavango region. The data were collected from the six principals and two teachers of each school by using semi-structured interviews. The findings showed that school principals unknowingly employ self-leadership in their schools and in the process use distributed leadership together with instructional leadership to collaborate and share their leadership with teachers. 相似文献
2.
Patrick J. Casey 《Technology, Pedagogy and Education》2013,22(1-2):13-23
ABSTRACT The introduction of innovation to a school doesn't just happen. Often it is the work of an interested and dedicated teacher. Such teachers are often frustrated in their efforts to change the curriculum because they lack both the leadership skills necessary for substantial change and an understanding of how innovation effects and spreads in an organization. School principals, in their position as curriculum leaders, should play a crucial role in bringing innovation to the classroom. Many, however, play an encouraging but less active role, supporting teachers’ efforts to change the curriculum. While this type of leadership has been sufficient in the past, the introduction of computer technology as an integral part of the instructional program requires active leadership because of its multifaceted nature and intense budgetary requirements. This paper suggests a model of school administration wherein already overburdened school administrators can share leadership in a meaningful way with interested teachers. It also presents a model for the diffusion of innovation by such leadership teams. The paper argues that innovation does not just happen; meaningful change requires both strong leadership and deep understanding of the politics of innovation. This is particularly true for the introduction of computers to schools because of the magnitude of the change required. 相似文献
3.
Gabriel J. Schlebusch 《Africa Education Review》2020,17(3):74-89
AbstractThis article reports on a study that investigated how collaborative leadership can influence sustained learner academic performance in secondary schools. The key problem resounds about secondary schools that are unable either to sustain or improve learner academic performance when intervention strategies rolled out from the district offices are concluded. The literature pursued in the study covered collaborative leadership from both schools and district education offices and their impact on learner academic performance. Participants were circuit managers, subject advisors, principals and teachers. They completed open- ended questionnaires that sought to explain the relationship between collaborative leadership and sustained learner academic performance. Major findings indicated that participants (at the various levels of leadership) attribute low learner academic performance to all other involved parties except themselves. Thus, collaborative leadership within the school and between schools and district education offices is not enabling sustained learner academic performance. 相似文献
4.
ABSTRACT This paper investigates the linkages between management processes and the curriculum using an academically effective secondary school as a case study. The aims of the study are twofold. First, in view of the acknowledged importance governments and others place on the quality of school leadership and management on the one hand and curriculum, teaching and learning reforms on the other, there is a need for empirical data as to how school leaders and managers work to secure improvements in curriculum, teaching and learning. This study purports to provide such data. The second aim acknowledges the need to develop conceptual frameworks and data collection instruments as aids to better understanding of complex relationships within school organizations.two deputy principals do play an indirect and important part in promoting academic performance by reinforcing school values in a wide variety of ways. Third, curriculum management is the responsibility of senior teachers and there is tight linkage between both senior teachers and teachers and high quality teaching and learning. Finally, the loose linkage between departments, and also between departments and senior management, provides little opportunity for a school‐wide approach to curriculum matters. It is evident that a whole‐school curriculum management perspective is absent in this school. 相似文献
5.
Stephen E. Anderson 《School Effectiveness & School Improvement》2013,24(4):286-304
ABSTRACT Traditional studies of educational change fail to explain how principals and teachers deal with change in curriculum and instruction on an ongoing basis. This study investigated the management and implementation of multiple innovations in curriculum and instruction over a two year period in two elementary schools. The study provides empirical support for theories which hold that principal's management style tends to be stable across multiple changes. The study also reveals that the innovation adoption and implementation behaviours of teachers in an elementary school can be patterned across multiple changes. Recurrent levels of use, outcomes and patterns of interaction between innovations were found across innovations in each school. These differences were consistent with the different management styles of the two principals. 相似文献
6.
校长课程领导力是学校课程发展、教师专业发展与学生素养提升的重要保障。基于校长课程领导力的概念解读与维度分解,研究探讨了校长课程领导力的构成要素以及作用机制。以中小学校长为调研对象,采用描述性统计、PLS-SEM分别进行现状分析与模型检验,探究校长课程意识等对课程领导效能的关系。研究发现:中小学校长的课程规划与管理能力较强,课程意识与课程评估能力则较为薄弱;校长课程管理能力与课程评估能力直接影响课程领导效能,而校长的课程意识会经由六条中介作用路径正向影响课程领导效能。基于以上研究结果,提出了注重校长课程领导力培训的科学精准、加强对校长课程领导情智要素的实证研究、构建基于叙事的校长课程领导力提升机制的建议。 相似文献
7.
Cristina Moral Lina Higueras-Rodríguez Ana Martín-Romera Estefanía Martínez- Valdivia Amelia Morales-Ocaña 《International Journal of Leadership in Education》2020,23(2):107-130
ABSTRACTThis paper investigates the evolution of leadership for learning that has occurred in four secondary schools located in disadvantaged contexts in the province of Granada (Spain) over a period of 2 years, performing a comparative analysis on the values, qualities and strategies that characterize their principals during the academic years 2013–2014 and 2015–2016. The investigation uses case studies and conducts interviews with principals, teachers and education administrators. It is supported by the group-case method, as well as the longitudinal prospective method. The results show that only one of these principals has maintained a leadership aimed at learning and achievement of all students in the school, at the same time as students’ academic results have been improving. This paper concludes by providing information on values, qualities and strategies of successful leadership in disadvantaged contexts in Spain that distinguish them from other less successful leaders. 相似文献
8.
The provincial government of Ontario, Canada, has committed itself to raising student achievement, closing achievement gaps, and increasing the public's confidence in public education. It has introduced many policies, including the Ontario Leadership Strategy (OLS), to support these goals. Our study examined how teachers, administrators, support staff, and parents in three elementary schools in Ontario understand and enact school success and successful school leadership within this (neo-liberal) context. Findings of a comparative analysis of Ontario policy texts and data from interviews with administrators, teachers, support staff, and parents in the schools demonstrate that the school-based participants defined success as academic learning, a positive school climate, and students' well-being. This definition differs from the definition prioritised by Ontario's government: high scores on standardised provincial and international tests. However, principals in the schools enacted leadership practices advocated by OLS to support locally defined notions of success. 相似文献
9.
《Africa Education Review》2013,10(2):205-220
Abstract The establishment of a learning culture in schools is important for education to take place. The erosion of the learning culture which often culminated in the poor academic performance of Grade 12 learners in township secondary schools has been a cause for concern for many years. The Department of Education's countless efforts to rectify the situation have been to no avail. This article endeavours to establish the contribution that school principals can make towards resolving the problem. As manager and instructional leader of the school, the principal is in a suitable position to address this problem, and it is also his or her primary responsibility to lead and guide the school towards the attainment of good academic performance. The article discusses the principals' role in restoring a learning culture in township secondary schools. It discusses the management strategies or functions that principals can employ to restore a positive school culture. The management strategies were obtained by means of an interview from the principals of effective secondary schools. The literature study and the views of the principals obtained by means of a questionnaire confirm the effectiveness of the strategies in restoring a learning culture. 相似文献
10.
Peter Tymms 《School Effectiveness & School Improvement》2013,24(2):115-117
ABSTRACT The instructional leadership role of the principal has received much attention in the literature. The present study draws upon emerging research and explores the basis for predicting school academic achievement from the instructional leadership behavior of principals. A model of instructional leadership was examined to determine its predictive power in correctly identifying high‐ and low‐achieving elementary and high schools in two distinct cultural contexts. A total of 265 teachers and principals from California and the Marshall Islands participated in the study. The results indicate that school academic achievement can be predicted from a knowledge of principal instructional leadership behaviors. The theoretical and practical implications of the results are discussed. 相似文献
11.
Fu-Yuan Hong 《Educational studies》2017,43(2):165-185
The main purpose of this research was to examine the relationships among school principals’ transformational leadership, school academic optimism, teachers’ academic optimism and teachers’ professional commitment. This study conducted a questionnaire survey on 367 teachers from 20 high schools in Taiwan by random sampling, using principals’ transformational leadership scale, a school academic optimism scale, teachers’ academic optimism scale, and teachers’ professional commitment scale. The results of confirmatory factor analysis showed that there is good fit in the factor structure of school academic optimism and teachers’ academic optimism. The results of the Pearson product-moment correlation analysis and path analysis revealed that principals’ transformational leadership has a positive effect on school academic optimism and teachers’ academic optimism. School academic optimism has a positive effect on teachers’ academic optimism. Principals’ transformational leadership and teachers’ academic optimism have a positive effect on teachers’ professional commitment. Finally, this research offers some suggestions based on the results. 相似文献
12.
《Africa Education Review》2013,10(4):674-689
AbstractThe article examines the professional development of secondary school principals in Nigeria. Drawing from vast review of literature on professional development and appointment of school principals in other countries, the article canvasses the position that secondary schools in Nigeria should be administered by skilled personnel who have the appropriate training and competencies for school management and leadership, rather than the present practice of using years of teaching experience as a major yardstick for the appointment of principals. It advocates systematic professional development programmes for prospective and practicing school principals, and concludes that professional development of principals is a means to maintain and enhance the effectiveness of secondary school administration in Nigeria. 相似文献
13.
Since 2000, all schools in the public sector in Hong Kong have implemented school-based management. However, it is only recently
that the government has passed a new bill to enforce the setting up of a mandated structure of the school-based council in
schools. Many school sponsoring bodies are worried about a possible diminution of their control as a result of the new management
committee structure. At individual school level, the readiness of school principals, teachers and parents seems to be the
core of the question. Principals’ transformational and curriculum leadership in local schools seems to be weak. As a result,
policy-makers attempt to work out ways to enhance the implementation of school-based management by providing training for
school managers, promoting home–school relations and encouraging the professional development for principals. In addition,
there is a need to enhance leadership development for supervisors and middle managers. Future challenges to schools include
carrying out a smooth transformation of the present school management structure to the required incorporated management committees,
effective implementation of school-based management under the new bill and quality training for other stakeholders. 相似文献
14.
The aim of this study is to explore what aspects the principals and the members of the management teams in the primary and upper secondary education schools in Vantaa support distributed leadership in their school and how necessary they see that distributed leadership is extended to the students in matters concerning the curriculum and the development of teaching practices. The research method was a survey based on a questionnaire of 48 questions, where the respondents evaluated the preconditions of distributed leadership in their school. The principals and members of the management teams in the primary and upper secondary schools in Vantaa see distributed leadership mostly as delegation of predetermined tasks than the interaction among leaders, followers and situations. The results strengthen the view of distributed leadership as a phenomenon which in its primitive form can be seen in the official structures of the school and as delegation based on a formal position in the more advanced view distributed leadership can be seen as interaction among the management team and in the situations in the official and unofficial structures of the school. 相似文献
15.
16.
Gerry Jeffers 《School Leadership & Management》2013,33(5):469-486
Introducing an educational innovation into any school context involves some challenge to existing practices. Transition Year is an innovative, optional, one-year programme taken by approximately half the 15–16-year age cohort in schools in the Republic of Ireland. Based on data from an extensive study of TY operating in six different schools, programme co-ordinators and school principals are identified as having key roles in the successful implementation of TY. However, exercising the collegiality both roles demand goes against established cultures of isolated individualism in Irish schools. Furthermore, maintaining TY's coherence and integrity in the face of threats from more established programmes offers particular challenges. For this innovation to be successful, active curriculum leadership by school principals is seen as crucial. The paper interrogates the evidence through the lens of the 2008 OECD study on school leadership and poses questions about the relevance and value of the OECD perspective. 相似文献
17.
《Africa Education Review》2013,10(3):588-600
Abstract This article deals with the challenges in the implementation of education for all as experienced by principals in rural secondary schools in Mpumalanga. Interventions which have been implemented on national and provincial level to improve teaching and learning are not equally successful in schools countrywide. The central phenomenon of interest involved the determination of the management and leadership views of rural secondary school principals concerning their ability to ensure Education for All. A theoretical grounding of the situation was developed through a literature review. Interviews were conducted with principals in rural Mpumalanga to collect empirical data for the research. Two main aspects that emerged from the study, was the impact that change, tradition and culture have on teaching and learning in the rural secondary schools in Mpumalanga. 相似文献
18.
Philip Hallinger Patchanee Taraseina Jack Miller 《School Effectiveness & School Improvement》2013,24(4):321-348
While research in Western societies has found that principal leadership is usually a necessary condition for school improvement, there remains a dearth of research on how principals provide instructional leadership in developing countries. This study sought to address this need by adapting the PIMRS (Hallinger, 1984a), an instrument designed to assess principal instructional leadership. The PIMRS was translated and administered to 10 secondary school principals in northern Thailand. Findings from this initial study indicate that the PIMRS‐Thai Form appears to provide data on the instructional leadership of secondary school principals that meet or exceed common research standards of reliability and validity. Researchers and practitioners interested in assessing principal instructional leadership in Thai schools can proceed to use the PIMRS‐Thai Form with a reasonable degree of confidence that it will yield accurate information on job performance in this domain. Consistent with past studies, the principals in this study tended to rate themselves higher in their self‐assessments than did their teachers (Hallinger & Murphy, 1985; O'Day, 1983). Current and past data suggest that greater credence be given to the teacher assessments. With this in mind, the results indicate that this sample of secondary school principals from northern Thailand exercised a low to moderate level of instructional leadership activity. Assessments of secondary school principals using the PIMRS in the United States (Haack, 1991), Malaysia (Saavedra, 1987), Canada (Jones, 1987) have all yielded significantly higher scores when compared with this Thai sample. 相似文献
19.
Reva Jaƒfe-Walter 《理论付诸实践》2018,57(2):147-153
Although school based discourses often frame immigrant students as in need of intervention, leaders can challenge this exclusionary logic, encouraging educators to help students develop linguistic and academic skills while affirming students' rich transnational experiences. This article provides ethnographic images from schools that are effectively serving recently arrived immigrant youth to consider the dimensions of leadership that engender collective responsibility for immigrant youth. In doing so, it considers how school leaders influence how immigrant students are positioned within the sociocultural practices of schools, as well as structures and practices that empower teachers to develop rigorous and responsive curriculum and to support students varied needs. 相似文献
20.
School leadership is fundamental to the educational functioning of schools and their improvements of results. The study employed a qualitative approach to explore school principals’ leadership styles and the educational performance of learners in high- and low-performing schools in Vhembe District, Limpopo, South Africa. The participants were purposefully selected from 10 secondary schools in terms of their performance. Focus group interviews were conducted with five teachers from each school. The interview data was transcribed and analysed, and identical patterns of coded data were grouped together under emerging themes. The overall results of the study indicated that the democratic leadership style together with the transformational leadership style contribute to high educational performance of learners. School principals from high- and low-performing schools employ a democratic leadership style and differ only in the sense that the latter are permissive or lenient towards learners’ behaviours or conduct. The study recommends that school principals engage teachers as members of a disciplinary committee in order to deal with those learners whose conduct is not conducive to successful teaching and learning. It is recommended that school principals from low-performing schools strengthen their democratic leadership by not being lenient to learners’ behaviour which is not conducive to successful teaching and learning. 相似文献