M.Ed. (Educational Management) / Please refer to full text to view abstract

This study investigated the impact of HIV/AIDS on education management and the self-actualization of teachers and learners in the context of HIV/AIDS and the role of the principal in dealing with this. The impact of HIV/AIDS on various key management structures including curriculum coverage, academic outcomes and control of stock and attendance registers, and importantly also the role principals should play, is probed. South Africa has the largest number of HIV infected people in the world, and also the largest number of AIDS orphans. In 2004 more than 4000 teachers died of HIV/AIDS complications and 12.5% of the teacher workforce is reported to be HIV-positive. A quarter of these are between 30 and 40 years of age, pointing to future teacher shortages. Learner absenteeism impact negatively on school management, as learners who are affected by HIV/AIDS are not able to attend school regularly. Many drop out of school due to the impact of AIDS, unplanned pregnancies and drug abuse. Absenteeism of learners and teachers, impact negatively on management structures in the school. The role of principals to provide quality education in worst affected schools is becoming increasingly complex. Sexual and substance abuse is a huge problem in many South African schools, and an aggravating factor in the spread of HIV/AIDS. In a third of sexual abuse cases teachers are implicated. Moreover, the large numbers of increasing orphans in the school system threatens to become a serious disciplinary problem. Many of these learners become disruptive and often turn to substance abuse to relieve their distress. The managerial costs of HIV/AIDS in education include costs due to absenteeism, lost productivity, hospitalization, and replacing administrative workers and teachers. These factors impact negatively on school management, academic performance and self-actualization. The most profound affects of HIV/AIDS are concentrated in education where the presentation of quality education is threatened. Principals in South Africa face the daunting task of providing quality education with an increasingly ill, absent and demoralised teacher corps, to increasingly ill, absent and disrupted learners of whom many are AIDS orphans. / Educational Studies / D.Ed.

The study was conducted in the secondary schools of Vhembe district. Five secondary schools were selected for study. Data were collected by interviews. Interview involved asking questions, listening and recording answers and then following up with additional relevant questions. The findings revealed that lack of training regarding change influences people to resist change. Therefore, before the initiation of any change, the Department of Education should train all stakeholders involved in the day-to-day implementation of change. This will minimize resistance during the implementation stage. The study recommends that educators and HoD's should work hand in hand to support their principals in order to ensure the smooth running and management of change in their schools. / Educational Studies / M. Ed. (Education Management)

Many disadvantaged schools in South Africa are characterised by poor performance, which is often linked to the legacy of the apartheid regime. Yet, some disadvantaged schools are surviving and even producing excellent results. Many successful businessmen, politicians and academics can attest to the success of these schools, being a product of such schools. Leadership, which has received a lot of attention in recent years, are often the cause of schools failing to produce the expected results. Previous studies have shown that leadership is the key to academic excellence and that to lead disadvantaged schools to success requires strong leaders with moral purpose, who possess qualities of transformational leaders, but also leaders who can focus on instructional leadership practices. This study focuses on the role of leadership in maintaining academic standards at a school in the northern areas of Port Elizabeth. The school has a proud tradition of good academic performances and has even been labelled as a 'model C school in the northern areas'. It has been found that teachers are committed and hardworking and the principal is perceived as having expecting high expectations for the children of the area. He believes as an educator one should never give up on the children. The study found that the principal is a strong leader who shows characteristics of a transformational leader and has the drive of an instructional leader to lead the school and to maintain academic standards. He is a well-respected leader who leads with moral purpose and who has the desire to uplift the community. The study has the potential to provide guidance and encouragement to school principals, and to inform the Department of Education's leadership training programmes.

This study looks at the various actions by the principal of a farm school in running an academically successful school. The study exposes the difficulties faced by farm schools and looks at how the principal confronts these difficulties and turn some of these into success stories. In trying to understand the role of the principal this study uses school effectiveness literature as a source and reference in an attempt to understand the actions adopted by the principal to make this farm school successful. The study uses the interpretive orientation as the methodology for investigating the principal’s role. This is in line with my attempt at explaining the perceptions, views and experiences of the people who are working closely with the principal. I have done this by employing semi-structured interviews and participant observation. The information gathered from the respondents helped in the development of the role of the principal which in this case, is the expressed views of the respondents. The investigation is conducted as a case study and the handling of the information provided by the respondents is in line with case study methods. The study has revealed that actions of the leader have an influence on the organizational success. The way in which the leader of Rocklands farm School conducts herself and the vision she shares with the people within the organization go a long way towards the improvement of organizational structures and their functioning. In this case the principal has been noted as particularly transformational, charismatic, instructional and transactional in her approaches to school administration and that her dedication to the cause of learners from disadvantaged background is reflected in her sacrificial actions. The study has also found that the principal is considered to be fairly autocratic in her leadership, which is a departure from current leadership thinking. The study has also shown that socio-economic disadvantages do not necessarily inhibit the school from performing beyond expectation. With good guidance from the leader and trust among staff members the farm school has been able to overcome some socio-economic pressures to emerge successful in the academic field. The fact that the principal of this school is a woman has not changed the overall findings that leadership qualities for successful schooling are universal and do not necessarily depend on the gender of the leader. This study suggests that leaders have a potential to turn poor situations in schools around and that leaders should as a matter of course ensure that they understand the organizational dynamics within their schools. They should be in the forefront as agents of change being mindful that those within the school understand and share the vision the leader has. The study also suggests that the human element in the educational processes in schools is of critical importance than the conditions in which schools find themselves.

This study explores educational leadership development and social change strategies pioneered by one programme, the Educational Leadership Management and Development (ELMD) programme of the University of Fort Hare. The programme seeks to model a way of doing social and educational transformation through educational leadership development. Conceptually, the model was meant to draw together a number of education stakeholders operating at various levels of the schooling system to undergo the same programme of leadership development. The programme participants, who included district education officials, schools principals, members of school management teams, educators and members of School Governing Bodies, were to enrol as teams. They would work on learning tasks that were both academic and practical in nature, with an emphasis on experiential learning that leads to the creation of district and community networks of partners, development teams or forums and communities of practice, as well as the production and implementation of district and school development plans. Informed by this conceptual position, the study was structured by two underlying questions. First, whether the ELMD was re-inventing educational leadership beyond the traditional focus on principalship towards one that is inclusive of other education stakeholders. Second, how leadership development as a vehicle for social and educational change can be carried out. The research process was guided by a multi-paradigm perspective which drew heavily on the interpretive and critical science orientations. This led to the crafting of research methods that looked for data that would assist in an understanding of what was happening in the programme, as well as what power dynamics were at play and with what consequences for innovation. The evidence emanating from the study suggests a number of possibilities for consideration by future leadership development programme designers. First, the ELMD programme delivery design shows what can be done to draw participants from various levels of the schooling system, district, school and community and teach them educational leadership together in a mode that mobilizes them for change. Second, how social distance separating different levels of the education hierarchy and status consciousness may disappear gradually as people are brought together to work on tasks of mutual concern. Third, after a year of engagement with ELMD ideas and approach, the participants in the programme appeared to have started a journey of selftransformation towards becoming qualitatively different people who saw themselves as teams capable of tackling education and social problems in their schools and communities. These participants had begun to forge working networks, but the extent to which these could be characterized as knowledge ecosystems and communities of practice remains a question to explore. Fourth, that the current higher education accreditation policies and practices do not accommodate innovative learning approaches of the kind that the ELMD is developing. In this regard, the ELMD experienced difficulties in coming up with an assessment policy and practices which meet the academic as well as the practical developmental concerns of the programme. Fifth, programme instrumentalities and mandates that are put in place do not, in themselves, bring about change. The actual change comes about through the actions of human leadership capable of navigating between structural enablers and constraints.

The introduction of outcomes-based education in South African schools has changed the roles of all role players. For outcomes-based education to be successfully implemented everyone should fully understand these new roles. Since the principal should ensure that there is effective teaching and learning at school, this study explored his/her role in the implementation of outcomes-based education. This study includes a literature review of instructional leadership and outcomes-based education in South African schools. A qualitative investigation of the role of the school principal in the implementation of outcomes-based education in KwaMashu schools was conducted. Data were analysed, discussed and synthesised. It was found, inter alia that principals and educators do not fully understand the instructional role of the principal in the implementation of outcomes-based education. Lack of training appeared to be the major reason that exacerbates the problem. Based on findings, recommendations for improving the role of the principal were proposed. / Educational Studies / M.Ed. (Education Management)

With the advent of democracy in South Africa, education has undergone major changes. One of these changes seeks to entrench democratic management and governance in schools. In terms of section 16 of the South African Schools Act of 1996 the governance of public school is vested in the governing body, but the professional management must be undertaken by the principal under the authority of the Head of Department. Parents are not involved in the teaching and learning domain. This study investigated the leadership role of the principal in the management and governance of the public schools in the Ekurhuleni East Education District (Gauteng Province). The data were obtained through a structured questionnaire and the stakeholder participation grid. Respondents were principals from the primary and secondary schools. It is recommended that consideration be given to the ongoing capacity building of the SGB's so that they give better, efficient and effective service. / Educational Studies / M.Ed. (Education Management)

In 1997 a policy of rationalization and educator redeployment was adopted in South Africa to ensure funding equity among the provinces. This research investigates policy implementation with particular reference to the Limpopo Province. A literature review provided an overview of the policy including the determination of excess educators and the establishment of bodies to facilitate redeployment. Problems of implementation and the role of the school principal in this process are discussed. An empirical investigation using a qualitative approach explored the experiences of key stakeholders affected by educator redeployment: a government official, principals, educators who were transferred and educators awaiting redeployment. Participants were selected by judgement sampling and data gathered interviews. Findings illustrated the key role of the Department of Education, the educators' unions and principals; the effect on teachers' motivation; educator stress and the impact on receiving and sending schools. Based on the findings recommendations for practice are made. / Educational Studies / M. Ed. (Education Management)

This research investigated the instructional leadership role of the school principal in the improvement of the quality of education. A qualitative method, using a case study, was employed. A literature study was conducted to explore the nature and scope of instructional leadership and quality. A purposefully selected sample from five secondary schools in the Potchefstroom area in the North West Province was used to collect data. The method entailed observation, interviews and document analysis. The principals and educators were asked to fill in biographical questionnaires. Findings indicated that principals could improve the quality of teaching and learning through their instructional activities. These included, amongst others, formulating a clear vision; participatory decision making; resource provision; good time management and educators’ development programmes. In-service training was recommended to help the principals and educators with the new curriculum; the funding model; IQMS and discipline. Newly appointed principals also needed to be adequately inducted. / Teacher Education / M.Ed. (Educational Management)