In this study, the researcher aimed to investigate and explore the instructional leadership role of the high school head in creating a culture of teaching and learning (COTL), with specific reference to high schools in the Midlands Province of Zimbabwe. In an attempt to realise that end, a qualitative approach drawing from ethnographic studies was used to collect data. Therefore, the research instruments included qualitative observations, individual and focus group interviews and document analysis. The participants included five high school heads, ten heads of departments (HODs), ten assistant teachers, and twenty five parents. These were drawn from the five high schools selected for the study. The main findings of the study are that a model for effective instructional leadership aimed at creating a culture of teaching and learning (COTL) consists of long-term and short-term dimensions. The long-term instructional leadership dimension comprises: visioning, communication of the school vision, value management, professional development of staff, and empowerment. The short-term instructional leadership dimension comprises of characteristics of the instructional leader, characteristics of the followers and characteristics of the situation. Characteristics of the instructional leader include his or her perception of stakeholders, task or people orientation, personality, knowledge and experience, value system and trust in followers. Characteristics of the followers include their readiness to take responsibility, motivation to excel, knowledge and experience. Characteristics of the situation include the school climate and culture, relationships among members of the school community, structuring of tasks, availability of human and material resources, and the use of incentives. The effective application of the instructional leadership model for effective practice by the high school head as the instructional leader in creating a culture of teaching and learning (COTL) takes into account both the long-term and short-term dimensions of effective instructional leadership in order to achieve meaningful educational change. / Educational Leadership and Management / D. Ed. (Education Management)

In the quest for education transformation, the South African government employed Integrated Quality Management System (IQMS) in the belief that if teachers were appraised and developed, their performances would be enhanced and the quality of education would be improved. However, teachers had different views and experiences of the effectiveness of IQMS in their work stations. Consequently, the author was interested in “Investigating teachers’ perceptions of Integrated Quality Management System (IQMS) effectiveness on teaching and learning in a rural secondary school”. The investigation was conducted using face to face interviews and document analysis. This study’s findings indicated that IQMS was introduced as a matter of policy compliance, as shown by many teachers’ misunderstandings of its concept. The findings of this study will help to improve IQMS effectiveness or to undertake further research on the feasibility, viability and practicability of IQMS and/or alternatively, the development of a new appraisal system. / Educational Leadership and Management / M. Ed. (Educational Leadership and Management)

DEd (Educational Management) / Department of Educational Management / The study aims to compare the role of the principal in implementing the culture of learning, teaching and service (COLTS) in the effective, ineffective and schools experiencing fluctuating NSC results for the past five years. The study explores why secondary schools located within the same socio-economic environment, with the same resources, uniformly funded and controlled by the same government and ultimately there are commitment variation, hence effective schools, ineffective schools and schools with fluctuating results. Therefore, in an attempt to attempt to answer the main research question for this thesis: What role should be played by the secondary school principals in implementing the culture of learning, teaching and service? Other identified sub-questions were raised. Furthermore, a review of relevant literature was conducted and uncovered what makes a good and good school leadership, management and provision of quality service on international scale, that is, in developed, developing and under-developed countries. The Situational Leadership Theory (SLT) of Hersey and Blanchard was regarded as the most suitable theory since the theory proposes that individuals can change their leadership style (behaviour) depending on the situation and the readiness of the followers. Mopani District consists of 24 circuits and 6 circuits were purposively sampled and data was collected from these 6 circuits which have effective, ineffective and secondary schools experiencing fluctuating NSC results for the past five years. Quantitatively, a total number of 38 secondary school principals as key-informants subjects were given a questionnaire to respond on the set questions which was later analysed through the SPSS version 17.1 programme and empirical deduction was made. Additionally, qualitative method of data collection was used on 20 participants, on-site observation and document analysis. The researcher utilised the focus group (semi-structured) interview on 7 secondary school principals and 7 SGB members and one-on-one semi-structured interview on 3 Curriculum advisors and 3 Governance officers in order to gather rich qualitative data. The principle of anonymity was utilised on which codes were used in order to conceal the identity of the participants so that they could participate freely in data collection. The researcher analysed data collected from focus group interview and visited vi schools (on-site observation) of the principals who participated in the interview in order to verify the authenticity of data and also checked school records to validate collected data. All the collected qualitative data (from interviews) and confirmed through site-observation and school records. Collected data was analysed and themes were developed linked to the objectives of the study. A number of findings emanated from this study. The principals were found to be the final authority and accounting officer for the school on which teaching, learning and service is the primary duty. The study revealed that the principals play a substantial impact for the implementation of the culture of learning, teaching and service. The study recommends that principals must ensure that planning, monitoring and support of teaching and learning must be a priority duty of the principal. Furthermore, basic policies that are necessary for the school to be effective must be compulsory to all schools and the DBE must ensure that its implementation is strictly monitored, for instance school starting and departure time and school uniform. The researcher developed a model which contributes to the new body of knowledge which emphasises the support from different stake-holders that can contribute extensively towards the implementation of the culture of learning, teaching and service in schools. / NRF

This study investigated the relationship between principal leadership and school performance in Gauteng schools. The study examined the role and functions of the school principal, the differences between schools which perform well and schools which perform poorly, and what influence the leadership style of the principal has on the performance of the school. It was a qualitative study. Principals and teachers were interviewed. The study found that the leadership style of the school principal influences the performance of the school. The study also revealed that the principal, the management team, the teachers and the community all need to be invested in the success of the school in order to provide the learners with quality education. / Educational Management and Leadership / M. Ed. (Education Management)

This study explored school choice and school commuting in the town of Ladybrand in the Free State Province. A mixed research method (survey and qualitative interviews) was used. Grade 8 parents from all three public secondary schools in Ladybrand were surveyed. Members of the School Governing Bodies (SGB) and School Management Teams (SMT) were also interviewed. The study found that all three schools are dominated by Black African children, although Ladybrand High (a fee-charging, former Model C, whites-only school), had a multiracial learner profile. Most Black African learners in Ladybrand High came from lower to middle-class working homes in the neighbouring township. Lesotho nationals were also enrolled in this school. Most Ladybrand High learners had parents who are married, financially resourced, educated, and working in skilled or professional jobs. In terms of Lereng Secondary and Sehlabeng Secondary School (both no-fee township schools), most learners hail from poorly educated, single-parent homes, where the parents are either working in semi-skilled or unskilled jobs or are unemployed. None were from Lesotho. Their financial status is weak. These parents said they selected the school based on proximity and low cost, whereas quality of education drove enrolment in Ladybrand High. Thus, the schools in the Ladybrand area demonstrate that class segregation has replaced apartheid race segregation. Learners from Ladybrand High commute using a variety of transport modes, while learners in township schools either use a subsidised government bus or walk – in some cases long distances if they live on neighbouring farms. The township schools complained of poor learner discipline and feeling unsafe due to local gang activities, both of which negatively impact on the functioning of the schools. This was not the case with Ladybrand High. While all the schools offer extra lessons, the two township schools hold extensive extra-lesson sessions and matriculation study camps. / Environmental Sciences / M. Sc. (Environmental Management)

Recently it has been noticed that there is a marked decline in the culture of teaching and learning (COLT) in sortie of the schools in the KwaZulu Natal province. An investigation was undertaken to check whether the instructional leadership of school principals was a contributory factor to this decline. A literature study and an empirical investigation was done to identify if any relationship existed between the instructional leadership ofthe principal and COLT in schools. From the findings it became apparent that such a relationship did exist. Schools where principals neglected such instructional leadership roles were more susceptible to perpetuate the erosion of the culture of teaching and learning (COLT), whereas principals who do fulfil their instructional tasks tend to alleviate the erosion of COLT. The educational implications of the findings are discussed and guidelines are provided to assist school principals in attaining their roles as effective instructional leaders. / Educational Leadership and Management / M. Ed. (Educational Management)

Recently it has been noticed that there is a marked decline in the culture of teaching and learning (COLT) in sortie of the schools in the KwaZulu Natal province. An investigation was undertaken to check whether the instructional leadership of school principals was a contributory factor to this decline. A literature study and an empirical investigation was done to identify if any relationship existed between the instructional leadership ofthe principal and COLT in schools. From the findings it became apparent that such a relationship did exist. Schools where principals neglected such instructional leadership roles were more susceptible to perpetuate the erosion of the culture of teaching and learning (COLT), whereas principals who do fulfil their instructional tasks tend to alleviate the erosion of COLT. The educational implications of the findings are discussed and guidelines are provided to assist school principals in attaining their roles as effective instructional leaders. / Educational Leadership and Management / M. Ed. (Educational Management)