The implementation of educational reform in the United Arab Emirates (UAE) imposes a change agent role on secondary school department heads however the assistance-intensive process is inhibited by the current educational structure. As the concept of teacher empowerment becomes accepted, some department heads have the ability to develop a professional learning community while others are unable to do so. The present study considers the present and ideal role of the department head as a change agent facilitating the implementation of educational reform in the UAE. A sequential mixed method mode of inquiry with two phases was employed. In phase one, department heads were profiled from a self, superior and subordinate perspective and a conceptual framework related to patterns of effective change agent behaviour was developed. Findings show that effective change agent characteristics of department heads included priorities related to change implementation and teacher support, a collaborative leadership style, seven strategies related to a participatory, supportive and facilitative approach and ten skills that motivate, energise and encourage teachers. The identification of two ineffective department heads by teacher informants in phase one provided an opportunity to study the work of effective and ineffective department heads as cases in-depth. Case study findings confirm the conceptual framework because effective heads were rated high for all characteristics identified, while ineffective heads were rated low. All department heads accepted the change agent role unofficially with no additional time release, but effective heads took ownership of the process and empowered teachers while ineffective heads provided assistance on request. Effective heads used interpersonal skills and asserted themselves as technical experts while ineffective heads were passive and were considered to be traditional teachers. Strategies and skills employed by effective heads included resource linking, collaborative problem solving, facilitation, support and administration/organisation while ineffective department heads used resolution giving and providing technical assistance. Time constraints, restrictive school schedules and role ambiguity were identified as major impediments to the change agent role of department heads in his study. Nevertheless, the new curriculum is being implemented in all of the departments studied verifying that the department head is an untapped resource in the change process. / Educational Studies / D.Ed (Education Management)

The aim of the study was to investigate the impact of expatriate school leaders in the education system of the United Arab Emirates (UAE). This study was motivated by a concern regarding the short-term entry of expatriates into the UAE education system, thereby questioning their overall impact in the UAE educational reform. The literature reviews focused on mentoring and leadership within education, and how these related to the UAE educational reform in particular. The empirical investigation used a qualitative, ethnographical case study design. The situated learning theory and the social constructivist theory were used as conceptual frameworks for the study. Purposive and convenient sampling was employed to select five indigenous and five expatriate school leaders as participants for this study. Qualitative data collection was preceded by a pilot study in which an indigenous and an expatriate school leaders were informally interviewed. Individual interviews were thereafter conducted whereby participants were interviewed over a two-week period. The interviews were followed by focus group sessions that were gender specific. Notes were kept and all observations were documented throughout the study. Findings were that, according to the participants’ views, expatriate school leaders seemed to make little impact on current UAE education reform. Their impact was inhibited by dubious motives of many expatriate school leaders working in the UAE; cultural and religious barriers between expatriate and indigenous school leaders; language as a barrier; lack of role modelling; continuous changes in the UAE education system; poor attitudes of some indigenous school leaders; resistance to change; lack of sustainability and poor communication between school leaders and policy makers. Recommendations were provided to enhance the impact of expatriate school leaders within the UAE system. Firstly, expatriate impact could be enhanced through an intensive two-week induction programme and secondly, by means of a partnership development framework to improve the mentoring relationship between expatriate and indigenous school leaders. Ways to overcome the language barrier were also recommended. Additionally, the study provided recommendations for further research. / Educational Leadership and Management / D. Ed. (Education Management)

The implementation of educational reform in the United Arab Emirates (UAE) imposes a change agent role on secondary school department heads however the assistance-intensive process is inhibited by the current educational structure. As the concept of teacher empowerment becomes accepted, some department heads have the ability to develop a professional learning community while others are unable to do so. The present study considers the present and ideal role of the department head as a change agent facilitating the implementation of educational reform in the UAE. A sequential mixed method mode of inquiry with two phases was employed. In phase one, department heads were profiled from a self, superior and subordinate perspective and a conceptual framework related to patterns of effective change agent behaviour was developed. Findings show that effective change agent characteristics of department heads included priorities related to change implementation and teacher support, a collaborative leadership style, seven strategies related to a participatory, supportive and facilitative approach and ten skills that motivate, energise and encourage teachers. The identification of two ineffective department heads by teacher informants in phase one provided an opportunity to study the work of effective and ineffective department heads as cases in-depth. Case study findings confirm the conceptual framework because effective heads were rated high for all characteristics identified, while ineffective heads were rated low. All department heads accepted the change agent role unofficially with no additional time release, but effective heads took ownership of the process and empowered teachers while ineffective heads provided assistance on request. Effective heads used interpersonal skills and asserted themselves as technical experts while ineffective heads were passive and were considered to be traditional teachers. Strategies and skills employed by effective heads included resource linking, collaborative problem solving, facilitation, support and administration/organisation while ineffective department heads used resolution giving and providing technical assistance. Time constraints, restrictive school schedules and role ambiguity were identified as major impediments to the change agent role of department heads in his study. Nevertheless, the new curriculum is being implemented in all of the departments studied verifying that the department head is an untapped resource in the change process. / Educational Studies / D.Ed (Education Management)

The aim of the study was to investigate the impact of expatriate school leaders in the education system of the United Arab Emirates (UAE). This study was motivated by a concern regarding the short-term entry of expatriates into the UAE education system, thereby questioning their overall impact in the UAE educational reform. The literature reviews focused on mentoring and leadership within education, and how these related to the UAE educational reform in particular. The empirical investigation used a qualitative, ethnographical case study design. The situated learning theory and the social constructivist theory were used as conceptual frameworks for the study. Purposive and convenient sampling was employed to select five indigenous and five expatriate school leaders as participants for this study. Qualitative data collection was preceded by a pilot study in which an indigenous and an expatriate school leaders were informally interviewed. Individual interviews were thereafter conducted whereby participants were interviewed over a two-week period. The interviews were followed by focus group sessions that were gender specific. Notes were kept and all observations were documented throughout the study. Findings were that, according to the participants’ views, expatriate school leaders seemed to make little impact on current UAE education reform. Their impact was inhibited by dubious motives of many expatriate school leaders working in the UAE; cultural and religious barriers between expatriate and indigenous school leaders; language as a barrier; lack of role modelling; continuous changes in the UAE education system; poor attitudes of some indigenous school leaders; resistance to change; lack of sustainability and poor communication between school leaders and policy makers. Recommendations were provided to enhance the impact of expatriate school leaders within the UAE system. Firstly, expatriate impact could be enhanced through an intensive two-week induction programme and secondly, by means of a partnership development framework to improve the mentoring relationship between expatriate and indigenous school leaders. Ways to overcome the language barrier were also recommended. Additionally, the study provided recommendations for further research. / Educational Leadership and Management / D. Ed. (Education Management)