Public concern about the quality of teaching and learning is at an all time high in respect of certain schools in South Africa. This study focuses on the participation of the SMT members in managing the instructional programme with a view on improving the academic performance of learners. The lack of the involvement of all the members of the SMT thus prompted this investigation. Apart from the literature review, an empirical investigation, based on a qualitative paradigm involving interviews, was undertaken to collect data at selected primary schools in Circuit 1 in the Metropole North Education District of the Western Cape Education Department. Other methods used included observations as well as the analyses of documents relevant to the investigation. As a case study this research examined the involvement of all the members of the SMT by utilizing the principles of participative management. It is hoped that this study will contribute to the improvement of the academic performance of schools by virtue of what has been highlighted as a reason for the poor performance of schools namely the lack of involvement of all the members of the SMT in the management of the instructional programme. The literature findings revealed that School Management Teams (SMTs) have to be properly structured. The SMT should be involved in decision-making in matters that concern them. This, together with a more effective and efficiently managed instructional programme, should improve the academic performance of learners. Empirical findings indicated that the members of the SMT consider themselves professionally trained individuals with the expertise needed to deliver what is expected from them. The study further revealed that the success of a school depends on effective instruction as a result of the effective management and leading of the instructional programme by all members of the SMT. / Education management / M.Ed. (Education Management)

In terms of Section 29 (1) (a) of the Constitution of the Republic of South Africa Act, No. 108 of 1996, everyone has the right to a basic education, including adult basic education. Notably, education is a basic human right even for those in conflict with the law (i.e. offenders). This study is geared towards investigating management of curriculum policy implementation at Correctional Centres in North West and Gauteng provinces in South Africa. It is therefore imperative for education managers in Correctional Centres to manage curriculum effectively and efficiently in order to avert criminal behaviour and relieve socio-economic hardships that citizens might experience. As the theoretical framework of this study, instructional leadership model would be engaged in order to foster the change required to make schools in Correctional Centres more effective and efficient teaching and learning environment. Instructional leadership is a critical aspect of school leadership. Instructional leaders should ensure that every student receives the highest quality instruction in line with management of curriculum policy implementation. The study seeks to outline the challenges faced by research participants towards management of curriculum policy implementation in Correctional Centres and to identify possible solutions to those challenges. The anticipated possible outcome would be a development of a model towards the proper management of curriculum policy implementation strategy in correctional centres. For the purpose of conducting empirical research, the qualitative methodology will be used. / Educational Leadership and Management / M. Ed. (Education Management)

This study encompasses a reflection of the way back at the beginning of the democratic South Africa when there was an immense yearning for a curriculum which could transform the education system in South Africa into a new national system for schools. After numerous attempts, in search of a tangible, user-friendly curriculum, Curriculum and Assessment Policy Statement (CAPS) was finally brought forth and at the moment, it is regarded as being the turning point of our education system and also geared at promoting the highest possible standard of education in all schools in South Africa. This study investigates some problems experienced at the apex of the management and implementation of CAPS, especially in some schools in rural areas. It focuses on some of the drawbacks which are putting a strain on the smooth running of schools during these prime stages of curriculum implementation such as disciplinary problems, overcrowded classes, large workloads for educators, the gap between well-resourced and under resourced schools as well as non-delivery of textbooks to schools in some provinces. This study examines how school management teams (SMTs), imbued with management and leadership responsibilities are able to put up systems that will ensure that evaluation, assessment and monitoring tools are utilised effectively in support of teaching and learning in schools. It is against this background that this study is therefore informed and guided by the instructional leadership paradigm which, if correctly engaged, can effectively strengthen curriculum management and implementation. For the purpose of conducting empirical research, the mixed method design was used as it offers a wider scope of collecting data and promotes triangulation. Six schools were selected on the basis of proximity to the school I am attached to, two primary schools and four secondary schools. All these were done after having obtained ethical clearance with the College of Education at Unisa and permission from the Limpopo Department of Education. Questionnaires were distributed to all educators in the six schools to fill, while one-to-one interviews were conducted with the principals of each of the six selected schools. The research highlighted that instructional leadership is critical in the implementation of CAPS with the SMTs members affirming their commitment to various aspects of instructional leadership. Furthermore, the findings also affirmed the opportunities that shared leadership offered schools to share moral purpose. However, the findings also enumerate lack of resources, lack of curriculum knowledge and larger workloads of teachers as crucial factors that inhibit the implementation of CAPS. As a result of this research, a number of recommendations and opportunities for further research are offered to Limpopo schools and their SMTs, the systemic authorities responsible for Limpopo Education and for those responsible specifically for policy making and curriculum development in the South African education system. / Educational Leadership and Management / D. Ed. (Education Management)

The purpose of the study was to identify factors that motivate teachers to teach after hours. It was a qualitative study employing the interpretive research paradigm. The study employed a case study design of three secondary schools. Twelve teachers were purposively selected. Data was collected through focus groups and open-ended questionnaires of which thematically analyzed. Key findings revealed that teachers are motivated to teach after hours by among others their ability, pertinent PD, resources, positive environment, theories of motivation and goals set. The study concluded that these factors should be upheld. The study also recommended enough time for PD, bursaries and salary adjustments, teacher involvement in textbook requisition, excellence awards, incentivisation and goal setting. / Educational Leadership and Management / M. Ed. (Education Management)

Mathematics has always been a problem at schools, colleges and universities and to address this problem the South African government has introduced a new subject called Mathematical Literacy into schools and colleges. Since this subject places the emphasis on real-life contexts, there has been a special focus on its management at schools and colleges so that its implementation is done in an efficient way. This study therefore focuses on the experiences and interactions of managers of this new subject and how their leadership can improve performance in it. In addition to the literature review, an empirical investigation based on a qualitative approach and involving semi-structured interviews with managers of three public TVET colleges in the Western Cape was conducted to collect data. The other method used was the analysis of documents relevant to the study. The research found that managers of Mathematical Literacy have varying experiences in both their roles and the implementation of the subject. They also face varied challenges in relation to lecturers and students although there are also similarities regarding these at the different colleges in the study. The strategies of instructional leadership in intervention methods to improve performance in the subject which are encouraged by managers also differ, and some have better results than others. Various methods to empower lecturers are recommended. Recommendations are also made on what was found in this study, as are recommendations for further study. / Educational Leadership and Management / M. Ed. (Education Management)

I studien har fyra skolledare verksamma i gymnasieskolan intervjuats. Studien syftar till att utforska skolledares upplevelser och erfarenheter av ledning och samordning av det pedagogiska arbetet genom en interpretativ fenomenologisk analys. I studien framträder tre dimensioner av hur pedagogiskt ledarskap gestaltas i spänningsfältet mellan lärares handlingsutrymme och uppdraget att leda och samordna det pedagogiska arbetet. Dessa dimensioner är förhandling och balansgång mellan att skapa struktur och att ge utrymme till lärarna, att följa en etisk kompass som även verkar förebildande samt dimensionen förändringsarbete. Resurserna som respondenterna använder är den förståelsedrivna undersökande attityden i kombination med värnandet av lärarens handlingsutrymme med förväntan om förändring, reflexivt användande av egna tidigare erfarenheter, tydlighet och uppdragsförankring, struktur och systematiskt kvalitetsarbete. Respondenternas förståelse av uppdraget och hur de gestaltar pedagogiskt ledarskap i de dimensionerna i kombination med de resurser som respondenterna använder tolkas som att det ger professionellt välbefinnande. Det blir en form av vård av skolledar-jaget. / In the study, four secondary principals have been interviewed. The aim of the study is to explore principals’ experiences and perceptions of managing and coordinating educational work through Interpretative Phenomenological Analysis (IPA). The study reveals three dimensions of how instructional leadership is manifested within the tension between teachers’ autonomy and the mandate to lead and coordinate educational activities. These dimensions include negotiating and balancing the creation of structure with providing space for teachers, adhering to an ethical compass that also serves as a role model, and the dimension of change management. The resources utilised by the respondents are a comprehension-driven investigative attitude combined with safeguarding the teacher’s autonomy with an expectation of change, reflective use of personal past experiences, clarity and mission alignment, and systematic quality management. The respondents’ understanding of their role and how they embody instructional leadership within these dimensions, along with the resources they use, is interpreted as contributing to their professional well-being. This constitutes a form of care for the principal’s self. / <p>Professionsprogram i pedagogik för undervisning, lärande och pedagogiskt ledarskap</p>

Recently it has been noticed that there is a marked decline in the culture of teaching and learning (COLT) in sortie of the schools in the KwaZulu Natal province. An investigation was undertaken to check whether the instructional leadership of school principals was a contributory factor to this decline. A literature study and an empirical investigation was done to identify if any relationship existed between the instructional leadership ofthe principal and COLT in schools. From the findings it became apparent that such a relationship did exist. Schools where principals neglected such instructional leadership roles were more susceptible to perpetuate the erosion of the culture of teaching and learning (COLT), whereas principals who do fulfil their instructional tasks tend to alleviate the erosion of COLT. The educational implications of the findings are discussed and guidelines are provided to assist school principals in attaining their roles as effective instructional leaders. / Educational Leadership and Management / M. Ed. (Educational Management)

The role of the principal can no longer be viewed as merely being a manager and administrator but rather as learning-expert and lifelong learner. Principals are expected to establish appropriate preconditions for effective teaching, learning and assessment, and flow through with interactions aimed at improving teaching and leaning. The problem statement for this study was based on the researcher’s opinion that the lack of knowledge of effective assessment practices by principals as instructional leaders seemed to have a negative influence on teacher’s perceptions of the implementation of quality assessment practices in their respective classrooms. The reason for this challenge is because principals are not involved in the classroom assessment practices, to revise, support and manage the quality of assessment by indentifying teacher’s assessment to them. The purpose of this study was to design a proposed instructional leadership model/ framework to ensure effective and quality assessment practices at school level. This ILQA framework/model was designed from the literature review, findings and personal experience as a principal. The aim of this ILQA framework/model was to support principals understand their roles in the teaching and learning environment in ensuring quality assessment practices at school level. This study investigates how principals execute their roles as instructional leaders in ensuring effective and the implementation of quality assessment practices using structured questionnaire from a sample of 250 respondents and semi structured interviews with five primary school principals in the Free State Department of Basic Education. It was found that to ensure quality assessment practices, principals should understand their role in assessment for learning, assessment of learning and assessment as learning and integrate them into classroom instruction as an important component of quality teaching and learning. In summary the researcher further hopes that when the findings and the recommendations of this study are implemented, it will add value to the school principals’ instructional leadership roles in ensuring quality assessment practices at school level. / Curriculum and Instructional Studies / D. Ed. (Curriculum Studies)

The role played by the principal as instructional leader worldwide is critical due to its direct and indirect impact on learner achievement.In South African primary schools the role of the principal as instructional leader in improving learning achievement is a pressing issue since most South African primary school learners perform far below par as determined by benchmarking carried out by local and international education assessment agencies with reference to curriculum goals and literacy and numeracy milestones.This descriptive exploratory study examined the role of the principal as instructional leader in primary schools in South Africa with special reference to the Tshwane South District, Gauteng Province. The study was informed by a literature review of local and international sources related to theoretical perspectives on instructional leadership, the features of instructional leadership that impact on learner achievement and selected models of instructional leadership. An overview of contextual and school factors which shape primary school learner achievement in South Africa with reference to the rural and township communities also framed the empirical inquiry. A mixed method study was conducted according to two phases: Phase 1 comprised the quantitative component (questionnaires); Phase 2 comprised the qualitative component (interviews). Both phases were conducted in the Tshwane South District, Gauteng Province. In both phases data were gathered from primary school principals and Institute Development Support Officials (IDSOs) selected by random and purposeful sampling respectively. The questionnaire findings indicated that the principals and IDSOs had adequate qualifications and experience, and that key school policies are in place. However, the principals are less confident about policy implementation, particularly with regard to educator and learner discipline. They face many systemic problems, such as inadequate school resources and additional funds in no fee-paying schools to improve the infrastructure and reduce the learner-teacher ratios. The findings from the interviews indicated that the principals struggle to maintain participative management with the school governing bodies; are hampered by contextual factors, especially poor school infrastructure; and are challenged to meet the requirements of annual benchmarking assessments. Based on the findings of the literature study and the empirical inquiry recommendations are made to improve practice, including a call for the professional development of principals in project management and fundraising. / Educational Leadership and Management / D. Ed. (Education Management)

Instructional leadership (IL) is a powerful tool that is used by principals to manage schools. There is a need for principals to fully embrace this concept of leadership and understand how educators respond to their IL. This study investigated the response of educators to principals’ IL. Semi-structured interviews were conducted with six teachers at a selected high school. The results found that teachers were comparatively impressed by the principal’s IL. The principal showed partial involvement in managing an instructional programme and promotion of a culture of teaching and learning. The results will enable principals to understand the reaction of teachers to their IL, thereby empowering them to be better instructional leaders. / Educational Leadership and Management / M. Ed. (Educational Management and Leadership)