This study aimed to investigate and describe the School Management Team (SMT) members' understanding of their duties as stipulated in the Personnel Administration Measures (PAM, 1998). A qualitative research approach was used to investigate SMT members' understanding of their duties within school management teams. Principals of three purposively selected Secondary Schools, in the Sepitsi circuit of the Lebowakgomo District of the Limpopo Province of South Africa, acted as participants for this study, together with two purposively selected members of their school's SMT. Each participant was interviewed, using a semi-structured interview. The study was framed by a conceptual framework made up of concepts gleaned from distributed leadership theory, together with the core duties of SMT members as stipulated in the PAM (1998). The main findings of this study are that most principals still have a problem regarding the concept of working as a team and that although participants have access to the PAM document, many have not read it and therefore do not know what their roles on the SMT require. This causes conflict and disunity among SMT members, with a negative impact on leadership and management effectiveness. / Dissertation (MEd)--University of Pretoria, 2016. / Education Management and Policy Studies / MEd / Unrestricted

This qualitative study sought to gain deeper insights into how English Language Heads of Department (H.O.D.) perceive their roles in teacher development and efficacy, what leadership style inform their role enactment and the different skill sets and beliefs they take to their H.O.D. roles. The population was limited to selected schools in central Jamaica with a sample size of eight Heads of Departments in upgraded and traditional high schools. The motivation to conduct this research arose out of the concerns about Jamaica’s poor ratings in CXC English Language passes and my perception that insights into how H.O.D.s perceived their roles could possibly generate a solution to enable them to facilitate teaching learning experiences that could redound to improved CXC English Language results. Extensive case-based interviews, ranking activity and stimulated recall of artefacts were my primary sources of data, and I used open coding axial coding systems to analyze my data. Presently H.O.D.s engage in more traditional roles align them to a transactional approach as their leadership style. However, the changing roles of the H.O.D.s demand a more transformational leadership style. The findings suggest that some H.O.D.s’ approach is transformational, some transactional, while others display no distinct leadership style. Some play an excellent role in teacher development and efficacy, others play very little or no role. H.O.D.s perception of their role conflict with how they enact these roles and what they believe about them. The conclusion is that i H.O.D.s need a comprehensive system of training in their H.O.D.s specific roles and to help them develop and utilize more transformational leadership skills for use with their departments. Keywords: transformational and transactional leadership, heads of department/department chairs, Jamaican education / Teaching & Learning

The aims of this study were to determine: • The nature of job stress. • Factors causing job stress in management personnel. • The perceived severity or intensity of job stress in management personnel in secondary schools. • The frequency of occurrence of job stress in management personnel in secondary schools. In order to achieve these aims a literature study and empirical investigation were undertaken. The data was investigated and evaluated and certain conclusions were made. Appropriate primary and secondary sources were used in the literature study. A DIALOG search was conducted using the following key words: job stress, occupational stress, career stress, work stress, management and education. The nature of job stress and factors causing job stress in management personnel were discussed. Spielberger's Job Stress Survey (JSS) was used for the empirical investigation. This questionnaire was designed to determine the amount of stress associated with a particular event and the frequency of its occurrence. The population consisted of the management teams (principals, deputy principals and heads of department) of 180 randomly selected secondary schools throughout South Africa. The management teams of 102 secondary schools throughout South Africa constituted the sample. The data obtained in the empirical investigation was statistically analysed and interpreted. In conclusion the study was summarised, findings were reported and specific recommendations were made for implementation in practice and for further research. / Thesis (M.Ed.)--Potchefstroom University for Christian Higher Education, 2000

The aims of this study were to determine: • The nature of job stress. • Factors causing job stress in management personnel. • The perceived severity or intensity of job stress in management personnel in secondary schools. • The frequency of occurrence of job stress in management personnel in secondary schools. In order to achieve these aims a literature study and empirical investigation were undertaken. The data was investigated and evaluated and certain conclusions were made. Appropriate primary and secondary sources were used in the literature study. A DIALOG search was conducted using the following key words: job stress, occupational stress, career stress, work stress, management and education. The nature of job stress and factors causing job stress in management personnel were discussed. Spielberger's Job Stress Survey (JSS) was used for the empirical investigation. This questionnaire was designed to determine the amount of stress associated with a particular event and the frequency of its occurrence. The population consisted of the management teams (principals, deputy principals and heads of department) of 180 randomly selected secondary schools throughout South Africa. The management teams of 102 secondary schools throughout South Africa constituted the sample. The data obtained in the empirical investigation was statistically analysed and interpreted. In conclusion the study was summarised, findings were reported and specific recommendations were made for implementation in practice and for further research. / Thesis (M.Ed.)--Potchefstroom University for Christian Higher Education, 2000

Purpose – The purpose of this study is to advance the literature on leadership by investigating the Full Range Leadership Model (FRLM) Bass and Avolio (1994-1997) in the context of the Colleges of Technology (CoTs) in Oman. Design/methodology/approach – In order to achieve the research objective and answer the research questions, a qualitative study was undertaken. The data was obtained by two methods, namely semi-structured interviews and focus groups. The semi-structured interviews were held with College Deans, Heads of Departments (HoDs) and teachers. The focus groups were carried out with seven groups of students from four CoTs. The data was analysed by a thematic approach, following the systematic steps outlined by Braun and Clarke (2006). Findings – Significant relationships were found between the transactional leadership approach and institutional theory (Isomorphism and legitimacy). The findings advance leadership knowledge by exploring the relationship between the components of FRLM, transformational and the transactional leadership approaches in hierarchical levels of leadership in the context of the CoTs in Oman. Both the Deans and the HoDs employed transactional leadership approaches to ensure compliance with the requirements of the Ministry of Manpower. Moreover, the study extended the leadership literature by exploring the interaction between leadership approaches of the Deans and the HoDs on multi-national teachers and Omani students. Originality/value – The originality of this research lies in its exploration of the relationship between transformational and transactional leadership approaches in hierarchical levels of academic leadership and its identification of the characteristics of effective leadership in HEIs from a multicultural perspective. / Ministry of Manpower (MoMP)

MEd (Educational Management) / Department of Educational Management / Subject heads of departments (SHDs) play pivotal role in the leadership and curriculum delivery in secondary schools; yet they are still expected to lead departmental teams and to promote quality of teaching and learning. They find themselves in complex situations of leading departmental teams and of leading instructions in secondary schools. The purpose of this study is to investigate the challenges facing SHDs in promoting quality teaching and learning of dysfunctional Secondary schools. Qualitative research methodology was employed using case study research design to collect data through interviews and on-site observation checklists. Purposive sampling procedure was used to select four (4) out of seven (7) dysfunctional secondary schools. Sixteen (16) SHDs from the seven secondary schools were the population of this study. A total of ten (10) SHDs were sampled to be the participants in this study. Semi-structured individual interview schedules and on-site observation check list were used to collect data from participants. A voice recorder was used to record interviews and data collected was interpreted verbatim. The purpose of using on-site observation was to serve check the practicability and verification of data collected during interviews. Data from the two instruments was triangulated, analysed and interpreted verbatim. Common themes were drawn followed by interpretations and conclusions. The researcher presented general views of participants and linked them with relevant literature. The researcher hoped that this study will benefit teachers, school management teams (SMT) and researchers in understanding the challenges facing SHDs in promoting quality teaching and learning in dysfunctional Secondary schools (DSS). Empirical findings revealed that SHDs are facing complex challenges of promoting quality teaching and learning in dysfunctional Secondary Schools. Furthermore, it is recommended that SHDs should be supported internally by Principals and deputy principals. Equally importance is that external support by curriculum advisors should be ongoing. / NRF

The study sought to investigate the role of Heads of Departments (HoDs) in the teaching of mathematics in primary schools of the Eastern Cape Province in the OR Tambo Inland District using a qualitative approach and a case study design in particular. Data was collected using both semi-structured and focus group interviews with eight purposively selected heads of departments in the district in six schools. Data was analysed using Colaizzi’s method of data analysis from which three themes emerged. The first one was that the current performance management system interfered with the roles and responsibilities of the HoDs in schools in their daily activities and in the organisation of their work. Second, the barriers in achieving learners’ good performance in mathematics interfered with the HoDs’ responsibilities to achieve good learner performance in the subject. Third, a weak support system and inadequate resources interfered with the learners’ performance in the subject. The results here indicate that HoDs for mathematics experience various obstacles, which affect subject teachers’ implementation to yield positive results, ultimately leading to poor teaching and learning of the subject. These include the admission of learners without the necessary foundations in mathematics which was viewed as an obstacle to learner performance. The study further suggested that the HoDs of mathematics should be capacitated on use of teaching aids, management and administration to improve learner performance in the subject. / Educational Management and Leadership / M. Ed. (Education Management)

The researcher investigated the management of multi-grade teaching for optimal learning in Gauteng West primary schools. Ten participants, including school principals, heads of departments and educators participated in individual and focus group interviews and in observation of multi-grade classroom contexts. Findings revealed that educators involved in multi-grade teaching feel overwhelmed by challenging work conditions pertaining to large learner numbers and a lack of adequate didactical resources. This is exacerbated by a lack of professional development by means of tailor-made training for multi-grade teaching and the presumption that educators teaching such classes must merely change the monograde teaching format of the curriculum themselves for applicable implementation in a multi-grade teaching context. This leaves educators socially, emotionally and professionally isolated. Recommendations include the involvement of seasoned educators with expert knowledge and experience of multi-grade teaching to present training sessions constituting advice and support to inexperienced educators involved in said teaching. / Die navorser het die bestuur van meergraadonderrig by laerskole in Wes-Gauteng vir optimale leer ondersoek. Afgesien van individuele en fokusgroeponderhoude met skoolhoofde, departementshoofde en opvoeders, is waarneming in meergraadklaskamers gedoen. Volgens die bevindings bemoeilik groot klasse en ʼn gebrek aan didaktiese hulpmiddels meergraadopvoeders se taak. Meergraadopvoeders voel hulle geensins opgewasse teen hierdie werksomstandighede nie. ʼn Gebrek aan opleiding in meergraadonderrig en die veronderstelling dat opvoeders die eengraadformaat van die kurrikulum in ʼn meergraadformaat kan omskakel, vererger sake. Opvoeders is van mening dat hulle maatskaplik, emosioneel en professioneel in die steek gelaat word. Daar word aanbeveel dat gesoute opvoeders met kennis van en ervaring in meergraadonderrig onervare opvoeders oplei en adviseer. / Monyakisisi o dirile dinyakisiso ka ga go ruta dikereiti tse fapanego go fihlelela bokgoni le tsebo tikologong ya go thekga dinyakwa tsa baithuti dikolong tsa phoraemari go la Gauteng Bodikela. Batseakarolo ba lesome, go akaretswa dihlogo tsa dikolo, dihlogo tsa dikgoro le barutisi ba tseere karolo ditherisanong ka botee le dihlopha tseo di nepisitswego gape le temogo dikemong tsa diphaposi tsa dikereiti tse di fapanego. Dikhwetso di utollotse gore barutisi bao ba rutago dikereiti tse fapanego ba imelwa ke maemo a modiro wo o nyakago gore ba ntshe bokgoni bja bona ka moka ka lebaka la dipalo tse ntsi tsa baithuti le tlhokego ya dithusi tsa thuto tse di lekanego. Se se thatafiswa ke tlhokego ya tlhabollo ya profesene ye ka go fa tlhahlo yeo e lebanego ya go ruta dikreiti tse fapanego le kgopolo ya go re barutisi bao ba rutago ba swanela go no fetola popego ya lenaneothuto la kereiti e tee ka bobona go re ba le dirise kemong ya go ruta dikereiti tse fapanego. Se se dira gore barutisi ba ikhwetse ba se na kgokagano le setshaba leagong, ba hloka bao ba ka llelago go bona le go se be le bao ba nago le kgahlego go profesene ya bona. Ditshisinyo di akaretsa go ba gona ga barutisi bao e lego kgale ba ruta ba nago le maitemogelo le botsebi go ruta dikereiti tse fapanego go hlagisa dipaka tsa tlhahlo tseo di fago maele le thuso go barutisi bao ba se nago maitemogelo. / Educational Management and Leadership / M. Ed. (Education Management)