published_or_final_version / Education / Master / Master of Education

published_or_final_version / Education / Master / Master of Education

This study is about documenting rural principals' stories, and voices regarding their experiences of education policy changes and how such changes are impacting on their day-to-day management lives. In capturing their experiences and voices, interpretive approach was used to allow the researcher to get behind their skins and faces and be one of them. Rapid changes sometimes overwhelm those people tasked with the responsibility of implementing changes. The study involved 5 cases, purposefully chosen, in the rural district around Durban in the KwaZulu-Natal province, South Africa. Formal and informal conversations were held with principals, School Management Team members, and educators. These conversations were complemented by planned participatory observations, as well as, unannounced visits to the sampled schools. The data produced have shown similarities and differences in these rural communities. They are deeply poor, suffering from the lack of shelter, food, health, clean water, transport, electricity and services. HIV/AIDS is taking enormous tolls in every aspect of community. Unemployment is high and emigration of working-age adults disrupts families, which are left largely as comprised of grandmothers and children. Literacy levels are high, at the same time, the sense of community from the past, now and future is generally high. The communities share similar histories as part of the Zulu nation, through colonialism and apartheid, political-cultural struggles, of the African National Congress/lnkatha Freedom Party conflict, the pressures of modernisation and globalisation. They live on Tribal Authority land, in a confusion of traditional leadership and democratic governance. They see themselves as marginalised, and they are. The socio-cultural, and political confusion is everywhere, at many different levels. Schools themselves are Western imports in their structure and purposes with a history in the rural areas being kept from community life; the language of schooling is not the language of the community, and neither is the content of the curriculum the knowledge in the community. There are commonalities and differences between schools. While similarities are clear; they share conception of 'school', all are situated in similar communities, with educators sharing similar backgrounds and education, there are also differences, for example, resources and facilities they have, matric results, the nature of School Governing Bodies and differences of priorities, the fundamental differences in management and leadership styles used, namely 'open-participatory', 'closed-participatory' and 'authoritative-participatory' styles. The data have indicated that these principals are highly intentional leaders, with their intentionality playing themselves out differently at school level, largely because of their different personalities and histories. Rural principals are working under challenging environment, fending for themselves, and resort to doing things their own ways, irrespective of policy dictates. The Education Department plays an obstructionist role instead of supporting quality education provision. Principals use unconventional strategies to move forward. Recommendations to the department include the following: consult properly before policies can be implemented; consider diversity; provide thorough training for educators in order that Outcomes Based Education can be effectively implemented. Recommendations to secondary schools principals include the following: use available policies to get schools functional; involve educators meaningfully in governance and management; be creative and innovative, and try to understand demands of agency of transformation. / Thesis (Ph.D.)-University of KwaZulu-Natal, 2005.

M.Ed. (Educational Management) / Women and authority therefore form the central theme of this research. The problematic nature of authority as experienced by female principals has led to the researcher addressing this issue and thereby establish guidelines to improve this problem. The value and uniqueness of this study lies in the empirical investigation which will use focus group interviews to identify the essential characteristics of the female principal's authority as experienced by her colleagues. 2 In the ensuing paragraphs, a concise statement of the research problem is given, facilitating the formulation of two queries, which in turn, underscore the specification of the central and specific aims of this research. Further explication of the research design follows, with reference to the nature of the literature and empirical studies conducted and finally to the sequence of this project.

In this Treatise, a study is undertaken to analyse and examine the role of school principals in the success of their schools; with specific reference to township high schools in the Port Elizabeth district (P.E. district). The study assumes that P.E. district principals, as leaders and managers should deliver essential services effectively, efficiently, and with optimal use of resources to attain maximum results in school performance. The same is expected of their counterparts in any part of the country, it is not exclusively demanded from PE district principals. In terms of the current education legislation and policy framework, the principals have to account for the performance of their schools. To this end the National Department of Education introduced legislation in 2007 to ensure that principals account to the Head of The Department of Education of the relevant province. Section 16 A of the South African Schools Act (SASA) was introduced by the Education Law Amendment Act 31/2007. The provisions of this section deal with “the functions and responsibilities of principals of public schools.” Specifically section 16A (1) (b) states that “The principal must prepare and submit to the Head of the Department an annual report in respect of: (i.) The academic performance of that school (ii.) The effective use of available resources.” Since the enactment of section 16 A as referred to above, the Provincial Departments have begun to make principals account for the success or failure of learners, for human resource development, financial management, parent involvement in school matters and the active participation of school governing bodies. What should be clear is that the above encompasses all the critical and fundamental aspects that have an impact on the progress of any educational institution. The combination of the two requirements stated above reflects the extent to which the Department of Education is committed to making certain that principals in their respective schools create an environment where learners can achieve their full potential. It is such creation of conducive environments that will enable all learners in the country to achieve equal opportunities in society irrespective of their original backgrounds. This ideal is consistent with section 9 of the Constitution, 1996 which provides for the right to equality of all people. The research, also assumes that leadership is about direction and purpose, while management lays emphasis on effectiveness and efficiency. Leadership and management are fundamental aspects of those duties and responsibilities associated with the position of a school principal. It is further postulated that, a good principal understands that circumstances determine the proportion of each of these elements that is required by any given situation i.e. whether more of leadership or bigger dose management is appropriate in dealing with a certain set of circumstances or not. The study identifies variables that make a school principal a strong leader and good manager and lists the following as the critical focus areas:  Balancing instructional and managerial leadership  Strengthening the connection between school and home  Developing effective leadership  Effective teaching practices  Staff development The study also assumes that township schools are no exception to those in different parts of the country. Despite some serious daily challenges peculiar to the township situations, these schools still have to perform satisfactorily like all other institutions of learning. The legislative and policy framework applies equally to all schools. The study argues primarily that all schools can perform well and develop the potential of their learners to the fullest. The difference lies in the leadership and management of the respective institutions by their principals. All stakeholders are presumed to posses the potential, the ability and the urge to do their utmost best to render quality services that would lead to the attainment of excellent results. It is worthwhile for the system that those who show themselves to lack these attributes should be identified, not to weed them out but to assist so that they acquire the necessary skills and expertise. After all it is by strengthening the weakest link that a chain becomes strong.

D.Ed. / The general aim of this research project is to: Investigate the competencies necessary for the development and training of effective principals. In order to attain the general aim of this project, the following specific aims of this research is to: determine the competencies required to manage educators effectively as an aspect of the development and training of principals; ascertain the perception of principals and educators as to the importance of the effective management of educators in the development and training of effective principals; and devise a strategy to train principals in respect of the effective management of educators as an aspect of the development of effective principals. In view of the preceding problem and the aim statement, the method envisaged to research the problem of principal competence in the effective training and development of principals in the management of educators can now be discussed. RESEARCH STRATEGY AND RESEARCH METHODS This investigation is directed at describing principal competence with specific reference to the development and training of effective principals

The purpose of this study was to examine the relationship between principal preparation programs in Texas and professional leadership practices and responsibilities based on Mid-continent Research for Educational and Learning's (McREL) 21 leadership responsibilities. The study also examined the relationship between Texas principal preparation programs and Knowles's principles of adult learning. Through an online survey, the study solicited practicing principals' perceptions as to whether McREL's 21 leadership responsibilities and Knowles's principles of adult learning were included in their principal preparation programs. Quantitative findings indicated there were no significant differences between principals' perceptions of their principal preparation programs and the university/certification program in which they obtained their principal certification. Additionally, there were no significant differences between principals' perceptions of their programs and the year their principal certification was completed. There were also no significant differences between principals' perceptions of their programs and the geographic location of the school district in which they were presently employed. However, the study found there were significant differences in two areas of leadership responsibilities when comparisons were generated between principals who were fully certified before assuming the role of principal and those who were not fully certified: 1) ideas/beliefs and 2) optimizer. Principals who had not completed their certification program scored the two areas higher than those who had. The study also utilized qualitative methodology through in-depth interviews with principal program coordinators and practicing principals. Program coordinators and principals revealed leadership responsibilities of "communication," "culture," and "visibility" as areas of emphasis and importance in their programs. The need for more emphasis in the area of "discipline" was communicated mutually by program coordinators and principals. Principals stated areas of "knowledge of curriculum, instruction, and assessment" and "resources" as leadership responsibilities needing more emphasis. Both program coordinators and principals concurred principal preparation programs should have more emphasis and importance placed upon Knowles's principles of adult learning.

This study investigated the presence of technology leadership components in Texas principal preparation programs. Programmatic and course information of principal preparation programs holding accreditation with Texas Education Agency were analyzed to determine presence of technology leadership instruction. Results were compared with Shrum et al.'s 2011 research, and showed a slight increase in presence. This study also examined possible differences in technology leadership components based on if the course was delivered online, face-to-face, or blended. Results showed a stronger presence of technology leadership in online courses. Additionally, the degree of alignment of technology leadership components being taught in principal preparation programs in Texas with the International Society for Technology in Education was explored. Results showed a positive correlation between technology leadership components instruction with the International Society for Technology in Education.

The primary aim of this study was to produce materials on ethics which could be used in the preparation of practicing and potential principals. To examine the views of secondary school principals involved in the study, twenty scenarios were developed which portrayed situations that principals typically encounter. School divisions in Virginia were divided into four categories according to enrollment and the number of secondary schools in the division. Ten schools from each classification were randomly selected, and on-site interviews were conducted with each principal in which four of the scenarios and a survey form were employed to collect information. Responses of the principals to the scenarios were transcribed, analyzed and distilled. The scenarios and responses became the foundation for the development of a primer on ethics for use in administrative in-service workshops and principal preparation programs. The primer was used in designing and presenting in-service programs on ethics for the administrative staffs of two school divisions. Responses by principals to situations presented during the study and the in-service programs indicate that practicing and potential school administrators would benefit by having ethics included as a fundamental part of their professional preparation program. / Ed. D.

Thesis (M. Tech.) - Central University of Technology, Free State, 2006 / Women Education managers are still in the minority in primary schools in Bloemfontein, despite the many changes education has undergone in recent years. It is against this background that the researcher found it imperative to investigate the problems women education managers might experience in carrying out their managerial duties and responsibilities. The study further sought to investigate the training needs of women education managers. On the basis of the perceptions held by educators, findings of research studies and the little South African literature that exists, the research questions crystallise as follows: What managerial problems do women education managers experience in carrying out their managerial duties? Do women education managers experience problems other than managerial problems in carrying out their duties? What training do they require? The purpose of this investigation was to gain an insight into the problems women education managers in primary schools in Bloemfontein experience in carrying out their managerial duties. The literature review provided a focus as the framework on which this study is based. In order to collect factual information about the managerial problems women education managers in primary schools in Bloemfontein encounter, questionnaires were distributed amongst the target group. Women education managers experience problems in performing their managerial duties. These problems include delegation, finance management, human resource management, planning, formulation of objectives, policy formulation, decision making, problem solving and allocation of time. There are some factors other than managerial competence and leadership style that have an influence on the way women education managers perform their duties. These factors include workplace discrimination, sexual harassment, negative attitudes towards women, emotional influences, promotion myths, lack of self-confidence, lack of support, role models and positive reinforcement, cultural socialization as well as allocation of duties. Other organisational factors women experience include: difficulty to cope with the demands of the post, too much workload, human relations, division of work in the department and when acting as principal when he/she is absent. Based on the findings of the study, it is imperative that relevant training programmes that would address the particular needs of women education managers in primary schools in Bloemfontein, be developed. These training programmes should address the various areas of management which are problematic to women education managers. As education managers, women should seize every opportunity to leave behind the gender discrimination which is still prevalent in the sphere of education and commit themselves to undergo management training to successfully execute their managerial duties. As education managers, women also need training in various organisational issues in which they experience problems. These problems also have an influence on the way women execute their managerial duties. Recommendations for the study: By providing women education managers with the necessary managerial skills, the different areas of management in which women experience problems can be eradicated. They will have to undergo relevant training. Workshops and in-service training sessions need to be conducted to address the managerial areas in which women education managers experience problems. The findings of this study are not representative of the Free State province and further research needs to be conducted in the entire province or even all over South Africa.