Effective principal's instructional leadership yields high achieving schools (Dhlamini, 2008:105; Hallinger and Heck, 1998; Hargreaves, 1994; Hopkins, 2001; Effective principal’s instructional leadership yields high achieving schools Khuzwayo, 2005; Kruger, 1999; Mbatha, 2004; Mthombeni, 2004). Annual National Assessment (ANA) (DoE, 2009) and Systemic Evaluation (SE) in 2001 and 2007 (DoE, 2008) revealed that South African learners are not able to read and write, and that their numeracy skills are not well developed. The performance is also evident in the Grade 12 performance which has not shown great improvement over the years. In an effort to address the poor performance as experienced in schools, the department of education introduced Resolution 1 of 2008 (DoE, 2008) which requires principals to provide professional leadership which is based on curriculum management; and to take accountability for the quality of learning that takes place within the school. The poor learner achievement in schools triggered the question about the quality of education provided in the primary schools and the instructional leadership provided by primary school principals as it is a foundation to the schooling system. A qualitative approach was used to explore the practices of primary school principals as instructional leaders and the implications for learner achievement. Six primary schools in the Tshwane West district in Gauteng province were sampled for the research. The research revealed the following distinguishing factors by those schools that performed extremely well in the Annual National Assessment (ANA) (DoE, 2009) and Systemic Evaluation (SE) in 2001 and 2007 (DoE, 2008): <ul> <li> The principal has to establish good relations amongst and between educators and learners and also foster two-way communication.</li> <li> The principal should make sure that academic results are analysed and interventions strategies are followed to improve learner achievement.</li> <li> Educators should be encouraged by the principal to perform a self-reflection of their teaching performance. The principal has to provide support for underperforming educators and encourage them to develop themselves professionally.</li> <li> The principal needs to conduct class visits.</li> <li> The principal should ensure that teaching and learning time is protected and that educators and learners attend classes punctually.</li> <li> The principal needs to keep abreast of the curriculum and instruction changes and provide the necessary support and guidance.</li> <li> The principal has to ensure that instruction is given priority and is central to the school’s activities.</li></ul> The above-mentioned factors proved to be essential in the instructional leadership of the primary school principal in ensuring improved learner achievement in schools. Copyright / Dissertation (MEd)--University of Pretoria, 2011. / Education Management and Policy Studies / unrestricted

One of the challenges facing the education system in South Attica is a lack of the culture of teaching and learning. 1t is this challenge that prompted this research. The research investigated how the principal, as an instructional leader~ can restore the culture of teaching and learning in previously disadvantaged schools. A qualitative approach was used and three schools were selected in the Sambandou Circuit ofthe Northern Province. The research results showed that there are general and management factors that contribute to a lack of the culture of teaching and learning. Management factors include, amongst others, 1ack of staff development programmes and discipline. The general factors, on the other hand, include, amongst others, poor physical conditions and infrastructure in schools. In conclusion, the research recommended, amongst others, that principals conduct staff development programmes and supervise the work of educators and learners.

One of the challenges facing the education system in South Africa is a lack of the culture of teaching and learning. It is this challenge that prompted this research. The research investigated how the principaL as an instructional leader, can restore the culture of teaching and learning in previously disadvantaged schools. A qualitative approach was used and three schools were selected in the Sambandou Circuit of the Northern Province. The research results showed that there are general and management factors that contribute to a lack of the culture of teaching and learning. Management factors include, amongst others, lack of staff development programmes and discipline. The general factors, on the other hand, include amongst others, poor physical conditions and infrastructure in schools. In conclusion, the research recommended, amongst others, that principals conduct staff development programmes and supervise the work of educators and learners / Educational Leadership and Management / M. Ed. (Education Management)

One of the challenges facing the education system in South Africa is a lack of the culture of teaching and learning. It is this challenge that prompted this research. The research investigated how the principaL as an instructional leader, can restore the culture of teaching and learning in previously disadvantaged schools. A qualitative approach was used and three schools were selected in the Sambandou Circuit of the Northern Province. The research results showed that there are general and management factors that contribute to a lack of the culture of teaching and learning. Management factors include, amongst others, lack of staff development programmes and discipline. The general factors, on the other hand, include amongst others, poor physical conditions and infrastructure in schools. In conclusion, the research recommended, amongst others, that principals conduct staff development programmes and supervise the work of educators and learners / Educational Leadership and Management / M. Ed. (Education Management)