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This study focuses on change in schools and the role played by principals as agents of change. An extensive literature study was done to determine the role of the principal. The principal cannot function without educators, parents and learners. Management tasks are some duties delegated to staff in order to develop them. The cornerstone of education change is the transformation of the curriculum, which determines the type of education South Africa needs for her people. The task of management is to provide an environment that is conducive for learning and teaching at schools. A well-functioning school is judged by performance. Classroom management is a shared responsibility between all educator and the principal. Policy provides guidelines and allows the executor to make decisions within a certain framework. Change in the context of education means that principals are exposed to new controls and regulations, growth-increasing competition, technological developments and changes in the work force. Characteristics of change can be that the principals lead, rather than instruct. The decision-making hierarchy becomes flatter and the roles played in schools become more flexible. The principals need skills in order to implement change. Principals hold the crucial position in schools. They act as a buffer, balancing the competing needs and contributions of educators with those of other stakeholders outside of the school. Change is a process, not an event. The major feature of change is to impart an increased authority to principals and gear them to democratize schools through renewal plans and collegial relationships. Principals should themselves change in order to make sense change and there rol within change. / This study focuses on change in schools and the role played by principals as agents of change. An extensive literature study was done to determine the role of the principal. The principal cannot function without educators, parents and learners. Management tasks are some duties delegated to staff in order to develop them. The cornerstone of education change is the transformation of the curriculum, which determines the type of education South Africa needs for her people. The task of management is to provide an environment that is conducive for learning and teaching at schools. A well-functioning school is judged by performance. Classroom management is a shared responsibility between all educators and the principal. Policy provides guidelines and allows the executor to make decisions within a certain framework. Change in the context of education means that principals are exposed to new controls and regulations, growth-increasing competition, technological developments and changes in the work force. Characteristics of change can be that the principals lead, rather than instruct. The decision-making hierarchy becomes flatter and the roles played in schools become more flexible. The principals need skills in order to implement change. Principals hold the crucial position in schools. They act as a buffer, balancing the competing needs and contributions of educators with those of other stakeholders outside of the school. Change is a process, not an event. The major feature of change is to impart an increased authority to principals and gear them to democratize schools through renewal plans and collegial relationships. Principals should themselves change in order to make sense change and there role within change. / Thesis (Ph.D. (Education))--North-West University, Vaal Triangle Campus, 2008.

This study is an analysis of the relationship between the attitude of Texas school principals toward corporal punishment and their knowledge of the law pertaining to corporal punishment as it relates to the principals' school and personal characteristics.

ABSTRACT It is widely accepted that the quality of school leadership and school improvement are inextricably linked. Therefore it can be said that, investment in principal development is an investment in quality schools, and therefore an investment in the future. This report describes a qualitative research project undertaken in 2006, to examine the experience of beginning in principalship in New Zealand, from the perspectives of principals now in their third to fifth year in the role. It attempts to seek answers to questions: What training do those entering principalship receive prior to taking up the role? How are principals supported as they begin in the role? What support is available to them currently - beyond the induction period? What training and support is considered to be effective by beginning principals? What else could do they believe could be introduced to enhance current support and training? Twelve principals were interviewed, from a diverse range of school contexts, individually, and then a focus group approach was used to affirm and clarify emergent findings, and to suggest a potential model for improved development. A review of the literature identified a series of stages that principals move through during their career and the importance of professional learning to support each career stage. It highlighted several strategies deemed to be effective in assisting the development of leadership within the stages identified. The literature concluded, that while there is an awareness of both the stages of leadership, and the importance of targeted development to meet the needs of individuals throughout those stages, most learning remains organisationally rather than individually focussed, and there remains a lack of a planned, structured and synergistic approach to principal development. The biggest area of concern is suggested as being in the stage where principals are deemed to be effective. The research findings showed that in the current New Zealand context, there are several effective strategies enhancing principal professional learning. It does, however, conclude with several recommendations for strengthening and enhancing the status quo. Participants in the research suggested that many of the current initiatives offered, remain isolated from each other and now need to be brought into a more robust and aligned framework. There is a perception from those involved in the research, that beyond the induction period, currently eighteen months, there is a void in professional learning opportunities, and that principals struggle to get targeted feedback that allows them to identify their needs. They further suggested that greater preparation for principalship on appointment was required, and believed that a period shadowing an experienced colleague would be invaluable.

Thesis (M. Ed.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (M. Ed.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (M. Ed.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (M. Ed.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (Ed. D.)--Lehigh University, 2002. / Includes vita. Includes bibliographical references (leaves 132-142).

"A dissertation submitted to the graduate faculty in candidacy for the degree of Master of arts, Department of education." / At head of title: University of Chicago. "Bibliography": leaf 80.