This study considered the important role that principal leadership plays in the implementation of changes that are designed to close achievement gaps among student groups. A qualitative research approach and protocol was followed, and a multiple case study methodological approach was utilized. The data gathered consisted of interviews of three principals, three instructional coordinators, and three teacher leaders. A review of documents, artifacts, observations, field notes, and member check data were used to triangulate data. The data analysis applied the McRel Balanced Leadership conceptual framework and used three research questions to organize and guide the discussion and findings. These research questions are: (1) How did the principal implement research-based leadership responsibilities that led to the pursuit of high academic achievement for all students? (2) How did the principals implement a school-wide improvement framework that has resulted in sustained academic achievement growth for all students? (3) How did the principal implement the identified strategies that ensured high academic achievement among all student populations? Over the course of five months, data were gathered through individual interviews, observations, analysis of documents, and other artifacts. Several themes emerged as a result of data analysis. These included: (a) communicated ideals and beliefs, (b) challenged status quo, (c) culture of collaboration, (d) focus on learning, (e) data driven, (f) research based learning, (g) and curriculum alignment. The findings in the study suggest that the principals were instrumental in creating the conditions that helped the teachers build upon their collective capacity to support student success. / text

The purpose of this study was to ascertain how school board members and superintendents in Arizona view their own and each other's role and function in the organization and operation of school systems. A second objective was to determine whether the demographic factor of school district locale (urban or rural) contributes to school boards' and superintendents' perceptions. In Arizona, the rights, responsibilities and discretionary powers to act are all given to local school boards. There is no mention of local superintendents' powers or duties in the Arizona State Statutes. This failure to grant statutory power to the superintendents or to formulate district-level policies for the delineation of duties and responsibilities between the school board and the superintendent has frequently led to conflict in district operation. Sixty-five districts were chosen using stratified random sampling from among all the urban and rural districts in Arizona. The Administrative Role Perception Questionnaire was sent to one board member and to the superintendent in each of the 65 districts. The questionnaire contained 22 items representing seven Task Areas: Curriculum Development, Pupil Services, Teaching Materials, Personnel Administration, School Plant Management, Finance and Budget, and Public Relations. The data were analyzed using a series of t-tests. There was substantial disagreement between board members and superintendents on their role and function in the school system. Board members and superintendents differed significantly on Personnel Administration (p<.01), Curriculum Development (p<.03), Teaching Materials (p<.008), Finance and Budget (p<.05), and Public Relations (p<.002). The widest disagreement in perception of the role and function of school boards and superintendents was found between rural board members and rural superintendents. The widest agreement in perception was found between urban and rural board members and between urban and rural superintendents. This would indicate that board members from both urban and rural areas tend to agree more with each other than they do with superintendents. Superintendents from urban and rural areas also tend to agree more with each other than they do with board members. This study has shown that there is still substantial disagreement between boards of education and superintendents. The disagreement indicates an absence of district policies delineating the duties and responsibilities between boards of education and superintendents. Where such policies do exist, they are apparently widely disregarded. The result is the inability of board members and superintendents either to fully understand or to be allowed to discharge their respective roles and functions within the school system. This study recommends that boards of education and superintendents work to define their respective roles in written policy statements which are as broad as possible and cover every major aspect of school district governance and operation. Boards of education and superintendents should work to enact state laws which delineate the duties of the board of education and those of the superintendent. Boards of education should provide adequate funds annually for school board member and superintendent in-service training designed to facilitate understanding and agreement between board members and superintendents. It is also recommended that boards of education offer their superintendents contracts containing policy statements defining respective roles and allowing for redress if a violation occurs. It is hoped that the findings of this study will encourage school districts to formulate policies for the delineation of duties and responsibilities between the board of education and the superintendent.

No description available.

The research interest is in the area of leadership and gender, with specific reference to promotion prospects of female educators in predominantly black schools. I seek to establish internal and external factors that contribute to women educators being marginalised. The investigation is carried out in the uMgungundlovu region of the KwaZulu-Natal's Department of Education. This region covers the rural areas of Vulindlela and the urban and peri-urban circuits of Pietermaritzburg. I made use of qualitative methodology to obtain data from a random sample of twenty one out of twenty five deputy principals from the two circuits. This was followed by a detailed interview of seven of the twenty one who formed the purposive sample The central thesis of this study is that constitutional laws which outlaw unfair discrimination and academic qualifications play a subsidiary role in the upward mobility of women. The study will seek to confirm or refute this claim. A major finding in this study indicates that hindrances to promotion among married women include family responsibilities of being mother and wife; disruption of career advancement as a result of husband relocating. Low self-esteem among some women also acts as a hindrance to promotion. However, the more intractable hindrances turned out to be external. Cultural conditioning and tradition both combine to relegate women to domestic responsibilities. There is the issue of unequal power relations between men and women in the work place and, in some instances, the failure to apply anti-discriminatory legislation during interview processes. It therefore made little or difference whether the research was carried out in an urban area like Pietermaritzburg or a rural environment like Vulindlela. Hindrances to female promotion were very similar. This study concludes by suggesting that women should form lobby groups to challenge unfair labour practices. They should also increase their visibility by placing their curriculum vitae in the hands of people of influence. A further suggestion is that they take an active part in professional bodies and publish academic articles. At the school level, they should resist all attempts at being treated in a condescending manner. / Thesis (M.Ed.)-University of KwaZulu-Natal, Pietermaritzburg, 2007.

In South Africa, one site where women in management are most underrepresented is educational management Equal opportunity for women as a political objective is entrenched in the Constitution of the Republic of South Africa. A gendered shift in educational management is an emerging phenomenon in the province of KwaZulu-Natal. This study explored the experiences of eight women holding education management positions in one region in the province of KwaZulu-Natal through a qualitative case study approach. The research method was the semi-structured interview. The aim was to examine the reasons they entered management, the routes that led them to acquiring the positions, the management strategies they employed, their experiences in a male dominated environment, and their views on the issue of gender equity in educational management. The findings revealed that most of the women had a motivation and drive to progress through the ranks in the profession and enter management positions. This drive appears to be linked to early socialisation of the women and the development of an autonomous, self-controlling identity. In their perceptions of their experiences as managers, findings suggest a high degree effectiveness amongst the women managers evident in the value they place on management strategies such as effective listening and communication, building trust, people centred approaches, team building, and networking. However, participants in the study all alluded to the fact that they still had to deal with the gendered dynamics of organisational life. Men's dominance in educational management and the numerical marginalisation of women remains a hurdle. No matter how career oriented and motivated women may be, they still have to engage with the constant immersion in a masculinist work culture. The findings suggest that the women have to constantly prove their worth, deal with gender stereotyping, and negotiate their private and public roles. All the women in the study suggested the need for women to build networks of support, and for creating more inclusive organisational cultures that reflect a commitment to gender equity. / Thesis (M.Ed.)-University of Natal, 2003.

The purpose of this enquiry is to explore how leadership and decision-making was practiced across various school structures. The research focuses on the practice of decision making as an element of distributed leadership, its degree of distribution, as well as its development and enhancement. In focusing on decision-making, the challenges experienced by both the school management as well level one educators in the advancement of distributed decision making is documented. The study was conducted within a qualitative interpretive paradigm and took the form of a case study of the enactment of decision making in a suburban primary school in Pietermaritzburg, KwaZulu-Natal. Data collection techniques employed included openended questionnaires, observations, semi -structured individual interviews and a focus group interview. Data was analysed using thematic content analysis. Significant themes that emerged from the data were the availability of structures and its enhancing or inhibiting properties for shared decision, the principal as an enabler or disabler of distributed leadership, the SMT’s support for shared decision making, further strategies to enhance shared decision making and the challenges to decision making. Gunter’s (2005) characterisation of distributed leadership served as analytical tools in this study. My findings revealed that there were a number of decision making structures within the school and the school milieu encouraged the enactment of shared decision making. The transformational leadership approach of the SMT and more especially the principal acted as a catalyst for shared decision making. Despite ample evidence that decision making was shared, the situation sometimes resulted in the authoritarian approach being the default position. Further to this, the data sets indicated that decision making and leadership was widely dispersed; however, the emergent characteristic of dispersed leadership, while present, was not optimally operational. The involvement of the majority of teachers in shared decision making was in the form of authorised distributed leadership. The SMT transformational agenda of inclusion of all educators and the deliberate orchestration of opportunities to empower educators encapsulated the democratic distributed leadership characteristic. Teachers’ expansive or restricted level of participation in decision making was situational. This outcome was used to conceptualise a framework for the level of participation in decision making. Despite, an enabling environment, there were some challenges to shared decision making. These challenges, in the main, were a lack of peer support, self-imposed barriers such as lack of confidence, a lack of support structures from the DoE and time constraints. Finally the study presented propositions for the further enhancement and strengthening of the decision making process in the case school as well as recommendations for further research. No doubt, the case school has embraced the tenets of our democracy and has made substantial inroads into creating a shared vision, through shared participation. / Thesis (M.Ed.)-University of KwaZulu-Natal, Pietermaritzburg, 2012.

The study sought to explore six women from Ilembe District who are managing in different levels within their organisations. The study focused on Principals, Deputy Principals and HOD‟s from different schools. The aim of the study was to find out whether Professional self-advancement has embraced women in Education Leadership with skills that would help them withstand the challenges mostly faced by women leaders that are imposed by the patriarchal gendered background. This qualitative study was set in the interpretive paradigm. It used semi structured interviews and documents analysis, as its method of data collection. The findings revealed that women were reluctant at some point to improve themselves professionally because there is lesser advancement of women into leadership positions, as compared to their male counterparts. It transpired that some women believed that the employment of feminine characteristics of managing embraced women with a sense of worth and responsibility in their organisations. On the other hand some women were pre-conditioned that in order to be recognised as a good leader one had to employ masculine character traits to be acceptable. To most participants professional self-advancement has empowered them to be confident, knowledgeable and be resilient to withstand all negative misconceptions towards them as women leaders. In large majority, women believed that their exposure to management courses has helped them deal with conflicts and improve inter-relations within their organisations. They see themselves as approachable, nurturing, supportive and relational to all their subordinates and this bring meaning to them as women that they have a major role to play to help shape our education. Grogan (2010) hinted that studies pursued by Shakeshaft and Grogan on US women leaders have noted five different characteristics portrayed by women managers which are; leadership for learning, leadership for social justice, relational leadership, spiritual leadership and balance leadership. The study recommends that both the victims and perpetrators of gendered situations should work collaboratively to re-socialise both women and men so as to help women find their self worth within the education system. This could be done by assisting women improve themselves through engaging with institutions of higher learning, attending seminars, motivational talks, enhance networking, have mentors and attend departmental programmes that focus on enhancement of leadership skills. Lastly, for outstanding performance, women should be accepted as they are, to regain their self confidence and exhaust all their capabilities, but not to disregard their mothering flair. Lumby and Azaola (2013) in their study on women principals in South Africa said that, their „mothering identity‟ develops skills even in areas where they report there is considerable doubt about their competence, for example in disciplining boys. In their study they picked that as mothers, they are better able than men to discipline boys. Through exposure to management studies, some participants have found that they use both feminine and masculine style of leadership. Coleman (1996) as cited in Pace and Pace (2005) found that female head teachers exhibit both feminine and masculine qualities, and hence could be identified as androgynous leaders. It is therefore, important that women are exposed to skills development workshops; nurture their studies, engage in networking, and advance their knowledge in every way possible to become better leaders in education. / M. Ed. University of KwaZulu-Natal, Durban 2013.

The purpose of this study was to identify principal staff development needs as perceived by principals and superintendents in select Indiana school districts. Need ratings were analyzed by comparing superintendent and principal rating in eight categories of potential needs; "Instructional Leadership and Curriculum," "Community and Public Relations," "Personal Awareness," "School Management," "Personnel Management," "Student Rapport," "Principalship," and "Administrative Organization and Planning." The potential influence of five demographic variables: "Size of School District," "Levels of Graduate Education," "Grade Levels of Assignment," "Membership in Professional Organizations," and "Years' Experiences in School Administration," on principal ratings was also examined. Data were collected from30 superintendents and 181 principals employed in the 30 randomly selected school districts. Data were collected via a survey containing 76 items divided into eight categories. Data were analyzed using an analysis of variance, and research decisions were based on the .05 level of significance.In general, demographic variables incorporated in this study appeared to have little effect on principal ratings. There were three exceptions: (a) level of assignment (type of school) was found to be significant for ratings in the category of "Community and Public Relations," (b) level of assignment (type of school) was found to be significant for ratings in the category of "School Management," and (c) level of memberships in professional organizations was found to be significant for ratings in the category of "School Management."Findings in this study suggested that there was much common ground in principal ratings of their own staff development needs and the ratings provided by superintendents. Hence, the potential for planning programs that address both organizational and personal needs appeared to be high. Additionally, outcomes suggested that practitioner perceptions of principal staff development needs are not affected to any great extent by demographic variables. Additional research examining why principal needs are often ignored in staff development programs was recommended. / Department of Educational Leadership

The purpose of the study was to assess the relationship between selected variables (age, sex, years of preparation and experience, size of school district, existence of an Affirmative Action plan, type of position) and the expressed opinions of superintendents and boards of education presidents in Indiana concerning the effect of Affirmative Action laws and regulations on public school districts.An Opinionnaire developed by the author at Ball State University was used to measure the opinions of superintendents and boards of education presidents concerning the effect of Affirmative Action laws and regulations on public school districts. A background data questionnaire was used to elicit data pertaining to the identification of selected variables such as age, sex, years of preparation and experience, existence of an Affirmative Action plan, and type of position.The One-way Analysis of Variance and associated F-test was utilized to statistically analyze twelve null hypotheses formulated to test the relationship between expressed opinions concerning the effect of Affirmative Action laws and regulations on public school districts and the variables identified with the background data questionnaire.Three of the twelve F-tests were significant at the .05 level. Nine of the twelve F-tests were not significant at the .05 level.Findings of the study indicated that superintendents expressed significantly different opinions concerning the effect of Affirmative Action laws and regulations when grouped according to size of school district as measured by average daily membership and having or not having an Affirmative Action plan. Superintendents expressed significantly different opinions when compared to school board presidents.The following conclusions were drawn from the data collected:1. Superintendents in large school districts ranging in size from 38,840 to 11,640, as measured by average daily membership, expressed more positive opinions concerning the effect of Affirmative Action laws and regulations that did superintendents in smaller school districts.2. The Eta Square value of .72 suggested that 72 percent of the variation in the dependent variable, expressed opinions concerning the effect of Affirmative Action laws and regulations on public school districts, could be explained by knowing what category--large, medium, or small--the superintendent's school district was in. 3. The Scheefe Posteriori test suggested that although statistically significant difference was found when the three groups of superintendents representing school districts in categories--large, medium, and small--were compared, none of the possible two-way comparisons were statistically significant. Moreover, each group mean score exceeded the average mean score of 54.0000, which suggested each group of superintendents expressed positive opinions. 4. Superintendents in school districts having a boardapproved Affirmative Action plan expressed more positive opinions concerning the effect of Affirmative Action laws and regulations than did superintendents in school districts not having a boardapproved Affirmative Action plan. 5. The Eta Square value of .03 suggested that only 3 percent of the variation in the dependent variable, expressed opinions concerning the effect of Affirmative Action laws and regulations on public school districts, could be explained by knowing whether or not a superintendent worked in a school district that had a board-approved Affirmative Action plan. The Eta Square value further suggested that although superintendents in school districts having a board-approved Affirmative Action plan expressed more positive opinions, the existence of the plan itself was not the reason.6. Superintendents expressed more positive opinions concerning the effect of Affirmative Action laws and regulations than did school board presidents. 7. The Eta Square value of .04 suggested that only 3 percent of the variation in the dependent variable, expressed opinions concerning the effect of Affirmative Action laws and regulations on public school districts, could be explained by knowing if the respondent was a superintendent or a school board president. The Eta Square value further suggested that although superintendents expressed more positive opinions than did school board presidents, the type of position itself was not the reason.

Nontraditional revenue is the term used to describe sources of funding other than those provided by federal and state support, including grants, and those provided by local property tax levies. Examples included licensing agreements, advertising in school facilities and on school property, school business partnerships, booster clubs, education foundations, and user fees. The purpose of this study was (1) to identify the sources of nontraditional revenue used by Indiana school corporations and Indiana high schools, (2) to assess local school officials' attitudes and expectations regarding the use of nontraditional revenue, and (3) to provide some insight as to how Indiana school corporations and schools utilize those funds.A QUAN-Qual Model was used for this study. The QUAN-Qual Model enabled the researcher to conduct the study in two phases. The first phase was comprised of a survey instrument used to identify the kinds of nontraditional revenue being used and to collect data regarding the amounts of nontraditional revenue being generated. The instrument was also used to measure attitudes towards nontraditional revenue and the perceived importance of those funds. The second phase was comprised of qualitative data collection through telephone interviews with school corporation and high school administrators conducted in February and March 2006. Analysis and interpretation of that data provided additional information about attitudes towards nontraditional revenue and how those funds are used.All Indiana school corporations and high schools that were included in the study utilized nontraditional revenue sources to varying degrees. They supplemented traditional funding with licensing agreements, school-business partnerships, booster clubs, education foundations, individual donations, and user fees. Nontraditional sources of revenue were identified as being essential for supporting some activities and programs. However, the researcher's sampling of corporation level administrators' and high school principals' attitudes regarding that revenue suggested that neither group relied on it to provide for essential personnel or programs. Statistically significant data suggest that school corporations and schools located in rural settings might be at a disadvantage with respect to their capacity to generate nontraditional revenue. / Department of Educational Leadership