In the past apartheid era, the South African education system was dominated by hierarchical structures. Top-down leadership in schools reflected a singular view of leadership. The principal’s position of power and authority had to be maintained. When democracy prevailed post 1994, the task team report on Education Management and Development (1996) called for a move towards a more participatory and democratic management style in school. The purpose of this study was to describe how teacher leadership was enacted by three post-level one educators in a semi-urban primary school in KwaZulu-Natal, South Africa and to investigate factors that enhanced and hindered this enactment. The research was located within the interpretive paradigm and was qualitative in nature. I adopted a case study approach and tracked three teacher leaders in a school in which I taught. This study was conducted within a theoretical framework of distributed leadership. Data were collected over two semesters, from October 2008 to March 2009. Data collection methods included school observation, questionnaires, a focus group interview, participant self reflective journaling, participant observation and individual interviews. Data analysis was mainly qualitative using thematic content analysis but data were also analyzed quantitatively where questionnaires were entered into the programme called the Statistical Package for Social Sciences (SPSS). / Thesis (M.Ed.) - University of KwaZulu-Natal, Pietermaritburg, 2010.

Many changes have occurred in the South African education field since 1994. New education policies came into existence that were aimed at shifting from the management practices, which have been traditionally top–down and authoritarian, to more democratic and participative styles of leadership and management. However, despite all the policies that have been put in place, relationships in the majority of schools remain hierarchical with very little shared decision–making. Many South African schools in reality are still organised as hierarchies. Despite the introduction of democratic decision making structures such as the School Management Team and the School Governing Bodies, in practice in many schools principals still make all the decisions and hand them down to the rest of the staff. Many principals find it difficult to change from a highly authoritarian, hierarchical way of thinking to one that requires sharing of control with teachers, parents and students. Therefore, the aim of this study was to find out how teacher leadership was enacted by Level one teachers in one township high school and to investigate the factors that either enhanced or hindered this enactment. The whole study was conducted within an interpretive paradigm. I used this paradigm because as a researcher I believe that people define their actions by providing different interpretations of the situations they find themselves in. I also agree with Guba and Lincoln (1989) who state that the “evaluation outcomes are not descriptions of the ways things really are or really work” instead they “represent meaningful constructions that individual actors or groups of actors form to make sense of the situations they find themselves in” (p.8). Case study methodology was used to frame the investigation of the research questions. Quantitative data were collected through a survey questionnaire from all staff members who were my secondary participants. Qualitative data was collected from my three primary participants, through the use of focus and individual group interviews, self reflective journals and observations. / Thesis (M.Ed.) - University of KwaZulu-Natal, Pietermaritzburg, 2009.

This study explores principals’ experiences of school leadership. Through synthesis of varying definitions of leadership, the conceptualisation of the three foci of leadership namely, “person, practice and context” offers an initial organisational framework for this study. The democratic South Africa provides the context of change which is operationalised around issues of the pass rate, desegregation and democratic school governance. The existing landscape of leadership theory is then grafted with the South African context of change to set up the theoretical framing of this study. This study is positioned differently from dominant leadership studies in that the leader (principal) is fore-grounded rather than the “practice” of leadership. An interpretive paradigm is invoked to facilitate the acknowledgement, activation and inter-woveness of the researcher’s dual positioning as researcher and as school principal. This ambivalent positioning creates a methodological paradox that simultaneously privileges and imprisons the production of knowledge. Coherent with the methodological choice of narrative methodologies, an award winning literary play “Copenhagen” is used as a creative representational device. This play highlights issues of “personal, political, moral and scientific” challenges which become key pivotal points with which to connect all the chapters of this study. Six principals of previously disadvantaged schools, facing similar challenges of leadership participate in this study. Narrative methodologies guides both the data production and data analysis strategies. It also intentionally focuses on “personal, political and moral” challenges. Lengthy interviews produce richly detailed co-constructed mindscapes of leadership. The voices of principals and their stories are represented as individualised “reconstructed career narratives”. These provide complex, themed and descriptive understandings of leadership at the first level. At the second level, the researcher’s voice becomes dominant while meshing together data, theory and first level analysis to provide cross-case analysis providing deeper insights into experiences of school leadership. These insights challenge the dominant theoretical landscape of leadership. The main finding of this study suggests that principals “personal” experiences re-define relationships between key components of the context of change and in this way determine understandings of leadership. Principals consider the pass rate to be most important at a systemic level. However, their “personal/biographic” experiences with regard to “validation” and “professional experience” mediate that consideration and influence particular understandings of leadership. Similarly, principals’ “personal” experiences together with institutional histories play a significant role in understanding leadership in relation to issues of desegregation (geography). Principals’ “personal” experiences also determine how democratic school governance is understood with regard to accountability, consultation and agenda constructions. Finally, leadership is understood to be intricately linked to the concept of reward. The “scientific” construct of a Trefoil knot is used to develop an explanatory model and posit the basis of a “Relational Reward Theory” of understanding leadership. The thesis concludes with a discussion of the implications of pushing back contextual, methodological and theoretical boundaries in understanding school leadership. / Thesis (Ph.D.)-University of KwaZulu-Natal, Durban, 2009.

Approaches to management have varied radically in their purposes and have altered significantly over time. Hierarchies of authority, divisions of labour, adherence to rules and spans of control are now regarded as denying the flexibility and responsiveness that provide the necessary conditions for effective leadership. In the past, some theorists viewed leadership as a fixed set of skills and techniques, often aimed at controlling subordinates' behaviour. In the recent past, however, leadership theory tends to emphasize the need for leaders to reflect on themselves, their subordinates' needs, different modalities and approaches, at different times. One such theoretical model, which can begin the process of explaining variations in systems of management and leadership, is the situational theory. An important step in the evolution of knowledge about leadership was the creation of the contingency or situational theory. According to this theory of leadership, the situation determines the best style. The four most influential contingency models of leadership used in this study are Fiedler's contingency model, Hersey and Blanchard's situational model, House's path-goal model, and the Vroom-Yetton-Jago leader-participation model. In this study, the four situational models were used to ascertain whether superintendents of education (management) in the eThekwini Region can and do use different leadership styles in different situations. The researcher identified three variables in the work situation that help determine which leadership style will be effective, namely leader-subordinate relations, task structure and the leader's position power. As the researcher gathered more data from a variety of survey methods such as participant observation, an attitudinal questionnaire, and semi-structured interviews, it was found that effective superintendents not only managed downward but were also effective in lateral relationships with subordinates. The aim of the study, therefore, was to discover whether the participants were adept at recognizing the requirements of the situation and the needs of their subordinates, and then adjusting their own leadership style accordingly. A basic feature of the situational or contingency theory of leadership, envisaged in this study, is that it seeks to emancipate superintendents from their dependency on practices that are the product of precedent, habit and tradition by developing modes of analysis and enquiry that are aimed at exposing and examining the beliefs, values and assumptions implicit in the theoretical framework through which superintendents organize their experiences. The study shows that it is only by challenging the adequacy of conventional theories of leadership practice that the observations, interpretations and judgments of superintendents will become more rational and coherent and their practices will be conducted in effective ways. By subjecting the beliefs and justifications of existing and ongoing practical traditions to rational analysis, theory transforms practice by transforming the ways in which practice is experienced and understood. Superintendents of Education (Management) based in the eThekwini Region are operating in one of the most dynamic and complex educational enviromnents in KwaZulu-Natal, one where many variables have an enormous influence on their main task, namely to achieve the goals and objectives of the Education Department. In this context, a whole new vista of leadership can be explored. Leadership is fundamentally the task of these superintendents to direct the activities and performance of subordinates, such as principals of schools, so that the objectives of the Department can be attained. In its simplest form, leadership is the relationship and interaction between the superintendent and his or her subordinate. In setting up the study, the researcher provided for the participation of superintendents and principals. The new political dispensation in South Africa is characterized by a host of variables that can be classified under what is known as 'transformation', In an educational landscape that is undergoing fundamental change, superintendents no longer have the luxury of relying on generic administrative approaches, technical skills, and management functions. To this end, this study makes the point that the success of the current education system is not necessarily due to the superintendents' competence as managers but rather to their ability as leaders. Turning superintendents into educational leaders so that they can become better managers is one of the underlying principles behind this study. The real challenge facing superintendents is to combine strong leadership and strong management and use each to balance the other. Research on leadership is moving in many directions and new lines of enquiry are opening up in an effort to construct the ultimate leadership model. International research shows that high impact leaders do not rely solely on the structural approach. These leaders consciously reflect on, study and develop their leadership practices to meet the demands of today's evolving education enviromnent. Recent studies suggest that effective superintendents take time and effort to manage their relationships with their subordinates. For multiple leadership roles to work together,the actions of superintendents must be carefully coordinated by strategies that differ from those coordinating traditional management roles. Such strategies, the researcher believes, help create a corporate culture where superintendents value strong leadership and strive to create it. Institutionalizing a leadership-centred culture is the ultimate act of leadership. The researcher believes that this study has the potential to challenge superintendents to play a more meaningful and appropriate role in the transformation of educational leadership. It was with this in mind that an analysis of the theory and practice of leadership in education with a particular reference to superintendents of education (management) in the eThekwini Region of KwaZulu-Natal Department of Education and Culture was visited by the researcher. / Thesis (Ph.D.)-University of KwaZulu-Natal, Westville, 2004.

South African schools during the era of apartheid were characterized by hierarchical and bureaucratic management structures that, for the most part, stifled the leadership potential of all those within the organization. With the onset of democracy in South Africa in 1994, there has been a radical shift in education policy and legislation which propagates making schools democratic organizations in which distributed leadership practices and collaboration is the norm. Within the distributed leadership framework, leadership is not synonymous with the work of those in formal management positions but rather the work of leadership involves multiple individuals. As such there is now a platform for the definitive engagement in the promotion of teacher leadership in South African schools. However, despite this enabling policy framework, teacher leadership practices are not embedded in the culture of many South African schools. This could be attributed to teacher leadership being its infancy stage in South Africa and the notion of teacher leadership not being valued. / Thesis (M.Ed.)-University of KwaZulu-Natal, Pietermaritzburg, 2010.

The traditional view in education leadership separates school leaders from teachers. However, traditional views has been challenged by recent research which calls for distributed forms of leadership where all teachers are viewed as having the capacity to lead and where power is distributed across the organization. Therefore, leadership must be understood as a shared process which involves working with all stakeholders in a collegial and creative way to seek out the untapped leadership potential of people and develop this potential in a supportive environment for the betterment of the school. In other words, it is within these professional learning communities that power in the school is redistributed and where teachers can operate as leaders as they strive towards a more equitable society. / Thesis (M.Ed.) - University of KwaZulu-Natal, Pietermaritzburg, 2010.

Teacher leadership is a relatively new concept in the South African educational research context. It is in line with the expectation of the Department of Education which envisage that schools be managed effectively, professionally and democratically. The issues of democracy and the empowerment of ordinary teachers with leadership skills are postulated in the South African Schools’ Act of (1996) and the Task Team Report on Education Management and Development, 1996. The purpose of the study is to explore how teacher leadership is enacted in a rural secondary school in the deep rural area of Msinga in the Umzinyathi District in KwaZulu-Natal and to find out the enhancing factors and the barriers to this enactment. The research design followed a qualitative approach. A case study methodology was adopted with the case being a school and three teacher leaders as the units of analysis. Data were collected through questionnaires, focus group interviews, school and participant observation as well as a self-reflective journaling process. The research was informed by distributed leadership theory. The findings revealed that in the case study school even though there are challenges like the lack of parental support, the school is conducive to the enactment of teacher leadership. All teacher leaders were found to be free to pursue their respective leadership initiatives. They were involved in leadership in the classroom and beyond (Grant, 2008) which involve zone 1, zone 2, zone 3 and zone 4. TL 1’s activities were centered around organizing academic and non-academic events in the school, which indicated the teacher operating in the zone of the school (z 3). TL 2’s leadership roles were found to be mainly within the classroom as well as in the zone of a teacher’s activities involving continuing to teach and improve one’s own teaching (z 1). TL 3’s main area of operation was found to be in extra-mural activities, wherein his activities were found to be involving the children in the zone of the teacher’s dealing with the children (z 2). The enactment of teacher leadership in a case study school was helped mainly by the School Management Team’s willingness to offer a space for each and every individual teacher to exhibit his / her capabilities. Moreover, there was a sufficient space for all teachers to be part of a decision-making process. / Thesis (M.Ed.) - University of KwaZulu-Natal, Pietermaritzburg, 2010.

The vision of education policies in South Africa, post 1994 is to shift management practices from traditional autocratic headship to a multiple- leader perspective where leadership is dispersed across the school organization. Within this distributive perspective of leadership lies the notion of teacher leadership. However, the conceptual understanding of teacher leadership is still in its infancy in South Africa and, of even greater concern is that the practice of teacher leadership is not deeply rooted in the culture of many of the country’s schools.Theorizing from a distributed leadership framework, this small-scale study examines teacher leadership in action. The purpose of the study was to examine how teacher leadership was enacted and to explore that factors that enhanced and hindered this enactment in the case study school. The study was conducted within a qualitative interpretive paradigm and took the form of a case study of three post level one teachers and their enactment of leadership in a semi-urban secondary school in KwaZulu-Natal. Data collection techniques included semi -structured individual interviews, a focus group interview, self-reflective journal writing, questionnaires, observation and document analysis. Data were analysed using thematic content analysis. Grant’s (2008) zones and roles model and Gunter’s (2005) characterisation of distributed leadership served as analytical tools in the study. / Thesis (M.Ed.)-University of KwaZulu-Natal, Pietermaritzburg, 2010.

Traditionally South African Schools are characterised by the hierarchical nature of their management structures. The principal is the head of the school and is accountable to the Department of Education. Post 1994 school management teams are in place in schools and membership includes the principal, deputy principal and HOD‟s who hold the formal management positions. Teachers who are not formally appointed to leadership positions are categorized as level-one teachers. Hence, this dissertation works from the premise that these teachers play an important role as leaders, albeit in an informal capacity. These teachers play an important role as leaders, albeit in an informal capacity. Teacher leadership enactment is prevalent in South African Schools, but to varying degrees. Every teacher is a potential teacher leader and therefore every school has an immense wealth of expertise in terms of teacher leadership. However, within the context of their environments, human resources are utilized to varying degrees in the different schools. The research questions which guided this study included: “How is teacher leadership enacted in an urban primary school?” and “What factors promote or hinder this enactment?” The study was designed as a case study which was conducted within the interpretive paradigm and was mainly qualitative in nature. Data were gathered by means of survey questionnaires, semi-structured interviews, a focus group interview, journal entries and observation schedules. The case study was of an urban primary school in KwaZulu-Natal, South Africa. Data were predominantly qualitative and were analysed using thematic content analysis. Findings of the study were that teacher leadership enactment occurred across all four zones, mostly in zone one (in the classroom) and zone two (working with other teachers and learners outside the classroom in curricular and extra-curricular activities). Teacher leadership enactment was very restricted in zone three (outside the classroom in whole school development). Enhancing factors included that there was shared decision-making, a collaborative learning environment and delegation of duties from an informal position. 4 The main barriers were a lack of dialogic space, an overemphasis on control by the SMT and lack of time to enact teacher leadership. / Thesis (M.Ed.) - University of KwaZulu-Natal, Pietermaritzburg, 2010.

The purpose of this study was to gain an understanding of the enactment of teacher leadership within an urban primary school. My focus was to look at the factors that enhanced or hindered this enactment. The research took the form of a case study which was conducted within the qualitative research paradigm. The study took place in an urban primary school in Pietermaritzburg, KwaZulu-Natal. The participants included three post level one educators. Data were collected by means of a multi method approach with techniques that included an observation schedule, semi- structured interviews, a focus group interview and self reflective journaling. Data were continuously analyzed throughout the research process using thematic content analysis and Grant’s (2008) model of teacher leadership. Findings from the research proved that the enactment of teacher leadership is still in its infancy at the case study school. Due to the fact that the school is still hierarchically controlled by an autocratic principal, the School Management Team (SMT) does not see the need to create the space for teachers to enact leadership. Teacher leadership is therefore restricted to the classroom and to teachers working with other teachers in curriculum and extra curriculum activities. Very little teacher leadership was evident in the area of whole school development neither in the case study school nor from the school leading into the community. Barriers to teacher leadership included the autocratic leadership style of the principal, work overload, time constraints, lack of leadership opportunities created by the SMT and a culture of favoritism by the principal. Despite these many barriers, the aspiring teacher leaders showed high motivational levels to participate in leadership roles provided that the leadership at the school created the space for teachers to become leaders. / Thesis (M.Ed.) - University of KwaZulu-Natal, Pietermaritzburg, 2010.