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Thesis (M. Ed.)--University of Hong Kong, 1992. / Includes bibliographical references (leaves 113-121).

Thesis (M.Ed.)--University of Hong Kong, 1992. / Includes bibliographical references (leaves 113-121). Also available in print.

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Thesis (Ed. D.)--Illinois State University, 1989 / Title from title page screen, viewed October 17, 2005. Dissertation Committee: Mary Ann Lynn, John L.Brickell (co-chairs), David DeLay, Donald Kachur, Rodney Riegle. Includes bibliographical references (leaves 134-138) and abstract. Also available in print.

Thesis (Ph. D.)--Illinois State University, 1975. / Title from title page screen, viewed August 2, 2005. Dissertation Committee: J.H. McGrath (chair), Gene A. Budig, Clinton R. Bunke, Eugene D. Fitzpatrick, Mary Kay Huser. Includes bibliographical references (leaves 152-159) and abstract.

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The emergence of distributed leadership theory encourages multiple involvement of individuals in leadership of the school, regardless of their leadership positions (Spillane, 2006). The manifestation of teacher leadership through distributed leadership theory grants opportunities to teachers to enact leadership roles. This study explored how the notion of teacher leadership is understood, the leadership roles existing for the beginner teachers, and the constraining and enabling factors to the practice of teacher leadership in a rural combined school in Ohangwena region, in Namibia. The study is a formative intervention adopting a case study approach located in a critical paradigm since it aimed to bring changes in the activity system of the beginner teachers. The data were collected from ten participants: four beginner teachers, four experienced teachers, the principal and the Head of Department. The data were generated using the following techniques: document analysis, interview, questionnaires, observation and Change Laboratory workshops. The data were analysed thematically using second generation of Cultural Historical Activity Theory (CHAT) and Grant’s (2006, 2008, 2010) Teacher Leadership Model. The findings revealed that there were different understandings of the concept of teacher leadership. It was viewed as participation, influence, motivation and mentoring. It was also revealed that beginner teachers practiced leadership roles across the four zones of Grant’s (2006, 2008, 2010) Teacher Leadership Model, but to various extents. A high participation was noted in zone one within the classroom and zone two in curricular and extra-curricular activities and minimal participation was reported in zone three within the whole school development and zone four beyond the school into the community. Teacher leadership in the case study school was constrained by several factors, including teachers’ reluctance to lead, cultural beliefs, top-down leadership structure and lack of experience. Due to the minimal participation of beginner teachers in zone three and four, the findings suggested that the school should foster a collaborative culture, establish induction and mentoring committees in the school and encourage beginner teachers to take up leadership roles by providing opportunities for them to lead through delegation. In a series of Change Laboratory workshops (CLW) the principal and the Head of Department took up the responsibility of providing leadership training to the teachers to enable them to assume leadership roles in the school. In addition, participants agreed to establish induction and mentoring committees in the school to provide guidance and assistance to teacher leaders.