The study focused on the role of the principal as an instructional leader in the Motupa Circuit primary schools of Limpopo Province. The nature and effectiveness of the education system depend on the role of school principals as instructional leaders in the effective and efficient monitoring and support of educators' curriculum implementation in the classrooms, evidenced by learners' performance and the effective functioning of educational institutions. The literature review undertaken benchmarked on the instructional leadership roles of school principals. Qualitative research approach in the form of observations, interviews and the analysis of written documents was employed to elicit the principals' perceptions on their instructional leadership roles and how they enhance effective teaching and learning towards improving learners' performances. The study anticipated that principals as instructional leaders will be increasingly involved in ensuring that curriculum implementation in the classrooms is monitored and supported for effective teaching and learning to be realised. The study's findings revealed that this is not happening as it should. A synopsis of the research findings revealed that principals are beset with a number of contextual factors such as, an inadequate provision of teaching and learning resources and infrastructure needs, lack of monitoring and support of curriculum implementation, inadequate support from the Department of Basic Education, and lack of parental involvement and concern on the education of their children. It is anticipated that the literature review and the findings from the empirical study will contribute to, and strengthen principals' instructional leadership roles in creating conditions for effective teaching and learning, by monitoring and supporting educators in curriculum delivery and implementation in the classrooms. The research recommended that principals should conduct regular class visits and also ensure that strategies are developed to involve parents of learners in the education of their children, and that teaching and learning resources should be provided. The Provincial Department of Basic Education must provide the much needed basic school infrastructure and basic school resources such as LTSM, the national norms and standard for school funding (NNSSF) earlier during the first term, in support of principals' instructional leadership roles. It is recommended that attention to these issues by school principals and the Department of Basic Education will contribute towards effective teaching and learning and improve learners' performances in Limpopo Province and the Motupa Circuit in particular. / Educational Management and Leadership / M. Ed. (Education Management)

The dawn of democracy in South Africa also led to the democratization of schools which added the role of ex-officio member of the School Governing Body (SGB) to that of principal as school manager. Many previous studies have left a gap in understanding how school principals manage their roles as managers and ex-officio members of SGBs. Hence, this qualitative study which sought to explore how principals perceive their roles as managers and ex-officio members of SGBs within their schools and their experiences of performing their roles in school management and governance; to identify the challenges experienced by principals in performing their dual roles; and to establish how school principals manage the identified challenges. Semi-structured interviews with, and documents received from, six participant principals were used for the purpose of collecting data for this study. The participants were selected from one circuit in a rural area of Limpopo Province. The six schools, used in this study, were three secondary schools and three primary schools. All the schools are „no fee paying schools.‟ Most of the parents are illiterate and unemployed. The selected primary schools are among the schools which obtained high scores in the Annual National Assessment (ANA). For the secondary schools, the performance of learners in their Matriculation examination was used as the selection criteria. The selected schools were, therefore, those with good academic performance in the ANA and the Matriculation examination and demonstrated good governance. The findings of this study show that the principals who participated in the study seem to struggle in coping with their teaching, management and governance roles. Most of the principals admitted that there is a need to balance their roles, which is not easy, due to other factors, such as teaching, social responsibilities and a lack of time – amongst others. Working with illiterate SGB members is an extra burden for principals as ex-officio members as they have to train them and, at times, perform duties that are often the responsibility of other members of the SGBs. / Educational Leadership and Management / M. Ed. (Education Management)

Post-1994 South Africa adopted a new education system that would break the past practices of the apartheid education system. The immense disparity in the provision of education for the vast majority of South Africans was the main reason for educational transformation. Curriculum change emerged as key focus in restructuring the educational system and strong emphasis was placed on effective management and leadership of curriculum in schools. The changes in curriculum meant that school principals had to operate within new paradigms of management and leadership of curriculum; this potentially brought about many challenges. A qualitative research design was employed to answer the research questions which would be integrated with the aim of the study in a logical way. The aim of the study was to explore the challenges faced by primary school principals in curriculum management. Data was generated by means of open-ended interview questions and non-participative observation to provide a rich description and explanation of what challenges principals face in managing the curriculum in their particular contexts. The literature review revealed that principals do face many challenges in the quest to effectively manage the curriculum to achieve the desired goals. As curriculum leaders, they have an important role to play in setting the tone to provide direction, executing their roles as both curriculum leaders and managers, and building democratic schools. To keep up and cope effectively with the constant and rapid educational change, principals are also urged to be supportive, demonstrate supporting leadership and professionalism, and acquire new learning and thinking skills to manage the curriculum. Therefore, by developing a better understanding of the curriculum, the principal will be able to give effective direction and empower his staff, by guiding and supporting them in curriculum practices. Ironically, leadership skills are essential for providing effective leadership; the leader must possess a sense of purpose and direction. The challenge is to develop leaders’ sensitivity and knowledge so that they know when to be directive and when to act within a collaborative framework. The research findings indicated that principals try to fulfil their roles and responsibilities as curriculum leaders but face some challenges such as lack of knowledge, resources, low motivation of educators and a large workload, among others. The study concludes by pointing out that although principals try to perform their roles and responsibilities as curriculum leaders, they still require training and ongoing support to execute certain aspects of their duties. / Educational Leadership and Management / M. Ed. (Education Management)

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: This research focused on the experiences of female principals of co-ed high schools in the Western Cape. It investigated the path that their careers followed from the decision to become a teacher to ultimately being appointed as a principal and then having to lead the school. It further investigated the personal, organisational and social factors that were influential along the way. In addition, it probed the motivation and drive behind their career choice as well as the barriers and challenges encountered along the way. The researcher interviewed nine female principals. They were asked to tell their life story, with emphasis on their career route thus far. Key questions were asked, focusing on the motivation behind their career choice, whether they had been actively prepared for promotion and how their appointment was received. The interviews were transcribed in order to prepare them for data analysis. Any content that recorded experiences that contributed to their growth and development in teaching was coded accordingly. This produced a spectrum of codes. The codes were then placed into a diagram and grouped together, based on their meaning and implications. Identified groups included education and training, self-belief, work-life balance, mentorship, support and the stereotyping of women. The interconnectedness of the group was considered, together with their collective impact on the individual principals’ career route. The research findings indicated that the career route of the principals was determined by various factors on a personal level as well as on organisational and social levels. On a personal level, qualifications obtained and the influence of parents, family and own teachers played a role. This was critical in preparing the individual for the career path that was to follow. On an organisational level, opportunities taken, work ethic, mentorship and gender barriers were factors encountered. On a social level, the stereotyping of women and the changing family structure were factors that had to be contended with. Once appointed, it was found that the support from family, colleagues and learners contributed to their success. It emerged that the potential of these women had been identified early on in their careers and that they gained confidence when they were granted opportunities to learn and grow. To become a principal was in most cases never their intention but something that developed as they went about doing their work with commitment and diligence. Throughout, it remained a priority for them to invest in the lives of learners and the greatest joy was derived from seeing learners develop into young adults who were contributing to society.

Thesis (MPhil)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: There are many new developments in education taking place specifically in the field of schooling. Some of these developments - school based management, OBE curriculum developments and the devolution of control to the school level have brought with it many significant policy changes. Many educational leaders are struggling to keep abreast with these transformational changes that are confronting them with regard to leadership and management of education, and educational structures within the school. Therefore, visionary leadership is an essential ingredient in understanding the democratic changes and restructuring taking place at present. Many principals at schools are struggling with the changes, while possibly not fully understanding the political, social and economic dynamics of these changes. This assignment seeks to establish the need for visionary leadership in order to meet the challenges and constraints educational leaders face in their attempts to effect transformation in South Africa. I strongly identify with the democratic principles used to overcome the challenges and constraints to redress education in South African schools. Interviews were conducted and data was constructed with principals of six different schools in the East London area. The educational leaders interviewed, ranged from primary to high school principals giving a vast expanse of expertise as leaders within a specific school community. This assignment is based on the assumption that there is scope for educational leaders to bring about greater change and transformation in schools. There are many ways to visualise an effective school landscape based on a combination of personal, organisational and professional strategies. This assignment can be considered a contribution in this regard. KEY WORDS: Educational leaders, transformation and visionary leadership / AFRIKAANSE OPSOMMING: Daar is baie nuwe verwikkelinge wat plaasvind in die onderwys veralop die gebied van skole. Baie van hierdie verwikkelinge, onder andere, skoolgebaseerde bestuur, kurrikulumontwikkeling en die oordrag van gesag op skoolvlak het baie nuwe, aanpasbare opvoedkundige beleide en veranderings verwesenlik. Baie opvoedkundige leiers worstelom aan te pas by hierdie veranderinge. Hierdie veranderinge vereis dat leiers en bestuurders in die onderwysomgewing en strukture binne skoolverband om meer responsief op te tree. Visionêre leierskap is 'n belangrike vereiste om die demokratiese veranderinge en herstrukturering van skole te bevorder. Baie skoolhoofde worstel met hierdie veranderinge, omdat hulle nie heeltemal besef wat van die politieke, sosiale en ekonomiese uitdagings wat verandering bied, verwag word nie. Hierdie taak poog om die noodsaaklikheid vir visionêre leierskap en die vereistes en beperkinge wat onderwysleiers konfronteer in hulle benadering om transformasie in Suid-Afrikaanse skole te bewerkstellig, te ondersoek. Onderhoude was onderneem en data was gekonstrueer met skoolhoofde van ses verskillende skole in die Oos-London-omgewing. Die onderhoude met die onderwysleiers het plaasgevind by primêre- sowel as hoërskole. 'n Omvattende uitbreiding van wysheid en vaardigheid as leiers binne 'n spesifike skool omgewing was geopenbaar. Hierdie taak is gebaseer op die aaname dat daar ruimte is vir onderwysleiers om beter transformasie in skole aan te bring. Daar is baie maniere om visuele, effektiewe skole se terrein, gebaseer op 'n kombinasie van persoonlike, organisitoriese en professionele strategieë, te verwesenlik. Hierdie taak kan beskou word as 'n definitiewe bydrae in hierdie verband. KERNBEGRIPPE: Onderwysleiers, transformasie en visionêre leierskap.

M.Ed. / Please refer to full text to view abstract

Submitted in accordance with the partial requirements for the degree of Master of Education at the University of the Witwatersrand February 2016 / This study sought to explore successful instructional leadership practices in challenging circumstances. One township secondary school located in QwaQwa, Free State province, was used as the case study. The purpose of this study was to understand how the school has managed to consistently produce meritorious academic performances over the years despite facing multiple deprivations such as poverty, high crime rates and dilapidated learning infrastructure, among others. To better understand the instructional leadership approach, the study identified three key characteristics of successful instructional leaders and used them to form the basis for understanding whether the identified school principal applied them in responding to their learners‘ socio-economic challenges. This study was located within qualitative methodological approach with interpretivism as the research paradigm. The main data source was the in-depth interviews. The participants included the principal, head of department and two senior teachers. The study found the following to be key to the school‘s consistent plausible academic performance: (a) the main focus of the school was on ensuring the availability and efficient use of the instructional materials (b) the school principal took professional development of his academic staff seriously (c) there was a strong focus on managing teaching and learning (d) goal setting was seen as a driver towards achieving the academic goals of the school and (e) the effective use of the school‘s allocated instructional time was of great importance. / MT2017

The study explores the role of school principals in teacher professional development in Ekurhuleni South District and whether they perform their leadership functions as expected. Literature reviewed gave an in-depth understanding of the discourse of teacher professional development from the South African and international perspectives. A qualitative approach was adopted to explore the role of school principals in teacher professional development. Ten primary schools were selected from Ekurhuleni South District using purposive sampling. In each school, the principal, deputy principal, head of department and a post level teacher were interviewed to gather data. The findings of the study revealed that there is little or no support from principals to assist teachers in order to enhance teaching and learning. A lack of resources and development opportunities for principals by their superiors hampers teacher professional development. The main recommendation from this study is that principals should be supported by their cluster leaders, and the school governing bodies should supplement the school funds so that teachers can attend workshops. / Educational Management and Leadership / M. Ed. (Education Management)

This thesis examines South African policies addressing gender inequality in education management, and interrogates whether or not these policies made a difference to the career route of women principals of secondary schools. The under-representation of women in education management has been a long observed problem in many countries including South Africa. A number of initiatives have been put in place to address this issue but little improvement is seen in the South African situation in education management. The purpose was to understand why women are still under represented in school management and to learn from their experiences. The study used data from three sources. Firstly, policy documents and practices were analysed in terms of their symbolic, regulative and procedural functions. Secondly, the personal accounts of 28 women principals in KwaZulu-Natal who had been appointed after 1994 were collected through the use of extended interviews, and thirdly, interviews were conducted with key officials and members of School Governing Bodies that had participated in the selection of principals. The data generated were analysed at two levels in order to understand the factors constraining the participation of women in education management. At the micro level, I use the 'management route model' as an analytical framework that identifies the three phases women principals go through in their career route, namely anticipation, acquisition and performance (van Eck and Volman, 1996). The model reveals that factors influencing women's career paths into management are very complex and based firstly on the individual agency where women grapple with more internal issues such as professional qualifications and experience, aspirations, lack of ambition and family responsibilities. Secondly, these factors are at the organisational level where women suffer discrimination at the recruitment and selection processes, and lack of institutional support through mentoring and sponsorship. Thirdly, it is the social level, which involves the cultural discourses in which women operate. These discourses include sex role stereotypes that inform the social expectations about the role of men and women in society. On the macro level, I use feminist theory to interpret and understand the women's experiences and findings in general. The findings reveal that policy interventions put in place since 1994 to close the gender gap were mostly informed by liberal feminism that focused on affirming women in order to gain access into the school management without tackling the social practices that are defined by sex role socialisation and which therefore continue to work subtly and insidiously towards the discrimination of women. I conclude that although the liberal feminist interventions that have been put in place have been useful to some extent, the problems impeding women's full participation in education management cannot only be tackled at a policy level because this attempt leaves the most problematic social practices intact. However, I argue for policy and legal intervention as a starting point to combat the gender crisis in a society that has inherited so much inequality. While I acknowledge that women of all races in South Africa have all been negatively impacted upon by the historical and traditional values and expectations on the role of women and men in society, I argue that the situation has been worse for women of the Black African race, who suffered dual oppression in terms of gender and race. The study proposes the need to look beyond provision of legal and democratic reforms and more into social practices that prevent legal reforms from reaching the desired goals. Social structures and cultural practices that hamper the greater representation of women should be dealt with in order to allow women freedom to participate in discourses where their choice is not informed by gender subordination. / Theses (Ph.D.)-University of KwaZulu-Natal, 2006.

Thesis (MEd)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: In South Africa no formal training in school leadership or school management is currently required to procure a position as school principal. The sole condition is that a candidate should possess a professional teaching qualification, with some years’ experience in the teaching profession. School principals cannot be blamed if they comply with no more than these basic requirements, as no formal qualification for school principals had existed prior to 2007. The Department of Education answered to the need for formal training to equip principals for meeting their responsibilities by introducing the Advanced Certificate in Education: School Leadership and Management (ACE). This study explores to what extent school principals experienced an improvement in their managerial skills after obtaining the ACE qualification. To offer a better understanding of the background of South African school principals, the history of the available training over the past forty years is outlined. This is supplemented by an overview of various countries’ approach to preparing principals for 21st century schools. The responsibilities of present day principals differ dramatically from those of twenty years ago, as policy documents such as the South African Schools Act has since 1996 required that the principal, together with the school governing body, take responsibility for the management of the school. Accordingly, this study includes an enquiry into the ACE qualification with regard to the curriculum content, the purpose of the course and how assessment takes place at higher education institutions where this course is offered. Interviews were conducted with two principals who had obtained the ACE qualification to gain insight into their experiences relating to the qualification. By means of comparison, two principals who had not completed the qualification were also interviewed to establish to what extent this qualification does in fact equip principals for their daily responsibilities. The possible effects of the qualification were highlighted by comparing the two pairs of principals who function in similar communities with corresponding problems. By presenting this research as a case study, it was possible to obtain in-depth information and varied opinions about principal training, where principals had acquired the most useful skills and what could be added to enhance the value of the ACE qualification. / AFRIKAANSE OPSOMMING: In Suid-Afrika is daar tans geen verpligting om oor formele opleiding in skoolleierskap of skoolbestuur te beskik om as skoolhoof aangestel te word nie. Daar word slegs verwag dat ’n kandidaat oor ’n professionele onderwyskwalifikasie en ’n aantal jare se ondervinding in die onderwys moet beskik. Skoolhoofde kan ook nie kwalik geneem word indien hulle slegs aan hierdie basiese vereistes voldoen nie, aangesien daar tot 2007 geen formele kwalifikasie vir skoolhoofde bestaan het nie. Die leemte aan formele opleiding vir die verantwoordelikhede van ’n hoof is erken deur die Departement van Onderwys wat die Gevorderde Onderwyssertifikaat-kwalifikasie: Skool Leierskap en Bestuur (GOS) ingestel het. Met hierdie studie word ondersoek ingestel tot welke die mate skoolhoofde ervaar dat hierdie GOS-kwalifikasie ’n verskil maak aan hul bestuursvermoëns. Om die agtergrond van Suid-Afrikaanse skoolhoofde beter te verstaan, word die geskiedenis van skoolhoofde se opleiding oor die afgelope veertig jaar uiteengesit. Daar word ook ’n oorsig gegee van verskillende lande se benadering tot die voorbereiding wat benodig word vir hoofskap van ’n skool in die 21ste eeu. Die verpligtinge van die hedendaagse hoof verskil drasties van dié van twintig jaar gelede, waar beleidsdokumente soos die Suid-Afrikaanse Skolewet sedert 1996 vereis dat die hoof, tesame met die beheerliggaam, verantwoordelikheid moet neem vir die bestuur van die skool. Om hierdie rede word die GOS-kwalifikasie ondersoek om vas te stel wat die inhoud van die kurrikulum behels, wat die doel van die kwalifikasie is en op watter wyse assessering plaasvind by die hoëronderriginstellings waar dit aangebied word. Onderhoude is gevoer met twee hoofde wat die GOS-kwalifikasie voltooi het aangaande hul ervaring van die kwalifikasie. Om vas te stel tot welke mate die kwalifikasie hulle beter toerus vir hul daaglikse verantwoordelikhede word die ervaring van twee ander hoofde, wat nie die kwalifikasie voltooi het nie, ter vergelyking gebruik. Die verskil wat die GOS-opleiding moontlik mag maak, word uitgelig deur die vergelyking van die twee pare hoofde in soortgelyke gemeenskappe met ooreenstemmende probleme. Deur hierdie navorsing as ’n gevallestudie aan te bied, word indiepte-inligting verskaf oor hul opinies aangaande hoofde-opleiding, waar hulle die mees bruikbare vaardighede opgedoen het en wat na hulle mening bygevoeg kan word vir die verwerwing van die GOS-kwalifikasie.