Thesis (M.Dev.) --University of Limpopo, 2012 / This study explores leadership in schools and its impact in grade twelve results productive school culture, and focuses on school leadership at selected schools in the Sekgosese West Circuit at Capricorn District in the Limpopo Province. Leadership plays a vital role in the functioning of any organisation, be it in business or in education, and the concept of leadership has become more prominent over the last decade. In order to develop a better understanding of leadership, a literature review is conducted. This review highlights the differences between leadership and management, and explores different leadership styles. This study finds that leadership challenges pose a serious threat to the attainment of good results in grade twelve (12) in Sekgosese West Circuit. These challenges emanate from a variety of factors such as lack of discipline, dysfunctional School Management Team, Involvement of parents, culture of teaching and learning, curriculum and possible solutions to leadership. Further, administering schools in a democratic fashion still pose tremendous challenges to the school leadership as a whole. It seems as if some schools which are part of this investigation still struggle to adjust to a democratic dispensation. This research therefore concludes that school leaders need to ensure that they are both good managers and effective leaders. They must also ensure that the culture at their schools is conducive for teaching and learning.

The purpose of this autoethnographic narrative inquiry was for the researcher to describe and explain how he discovered, constructed, and refined his sense of moral purpose as a principal during his seven-year tenure at Orange Pines Middle School. He inductively analyzed and reflected primarily on self-authored texts tied to critical professional ethical dilemmas so as to discover emergent themes, patterns, insights, and epiphanies in the development of his persona as a morally directed school leader. He then analyzed and reflected on how he applied those defined values in interactions with groups of teachers to design and implement elements of school reform. He re-created these critical events through descriptive vignettes in which he captured personal and social implications of the experiences using Clandinin and Connelly's model of three-dimensional narrative space. In this study the researcher probed especially problematic ethical dilemmas he experienced while working as principal. He viewed the events through the multidimensional ethical frameworks of care, critique and justice of Starratt; the ethic of community described by Furman; and the ethic of the profession, posited by Shapiro and Stefkovich. Included is a discussion of moral purpose by Fullan and Sergiovanni, ethics by Begley, Senge, and others, leadership theories, and perspectives regarding interpersonal conflicts between principals and their staff. The researcher found the ethics of care, justice, critique, community, and the profession provided a useful framework for his professional reflections. He was able to describe and capture the tensions within the dilemmas through the specific language utilized by Starratt, Furman, and Shapiro and Stefkovich to analyze and understand the issues packed within each dilemma. Through the application of these frameworks he determined that his moral purpose has been to approach the position of school leadership with a combination of compassion and justice, in order to establish a collaborative and synergistic school community that works for the greater good of students. The study calls for more autoethnographic research into the dilemmas administrators teachers face in their daily practice, arguing that the best way to improve public education in this era of intense scrutiny and accountability is through the qualitative analysis of individual cases. The author places his particular constructivist approach to autoethnographic narrative inquiry within the broader philosophical background of qualitative research. This study contributes to the literature by showing focused insights into how representative ethical conflicts and dilemmas school leaders face during their daily practice can shape and guide their moral pursuit of effective school reform. It also shows ways that theoretical knowledge can inform professional practice.

Guided by the theoretical underpinnings of symbolic interactionism, this study set out to describe and analyse how stakeholders in a New Zealand Primary School understand effective school leadership, and how their meanings of leadership are influenced by the context in which they work. Review of the school leadership literature indicated that there was widespread agreement on the importance of leadership for school effectiveness but limited empirical data on how, or why, this was the case. To gain an understanding of stakeholders' meanings of effective leadership the study adopted a qualitative, case study design. Purposive, criterion-based selection was used to select a school considered to have highly effective leadership practices and to identify a cross-section of stakeholders within that school. The participants were the principal, Board of Trustees chairperson, assistant principal, teacher, general staff member, and student. Data were gathered from concept maps, semi-structured interviews and selected school documents such as the school's Education Review Office report and staff job descriptions. Data were analysed using grounded theory methods of analysis, specifically the use of constant comparison through open and axial coding. The findings of the study are presented and examined in terms of three theoretical propositions that encapsulate the stakeholders' meanings of effective school leadership. The first proposition examines three core values - concern for the individual, a commitment to learning, and an expectation of high performance - that permeated the school and influenced stakeholders' meanings and leadership practices. The second proposition examines the provision of direction, which involved articulation of a strong vision, use of symbols and ceremonies, modelling valued practices and beliefs, and raising the aspirations of staff and students. The third proposition examines leading and managing processes, which included the development of a team structure, leading and managing staff appointments and non-performance, managing communications, meetings and time, and providing opportunities for decision-making and leadership. Although considered in separate chapters, the three theoretical propositions are inter-related. The findings from this study highlight the importance of a set of core, common values for school leadership, confirm the role that leaders play in providing direction through a variety of symbolic activities, re-emphasise the need for studies of leadership to consider the context specific and people-based aspects of leadership, and confirm the place of teams in achieving a school's goals and reinforcing its values. The findings of the study also identify a need for team learning and development, and for a greater focus on values and beliefs in development programmes for principals. In addition, from both a theoretical and practical perspective, the findings establish a need for further research into the conception and practice of distributed leadership, and indicate that principals continue to play a central leadership role in self-managing, primary schools. The study's findings, thus, add to an at present limited base of empirical data on school leadership, and provide an insight into the perspectives of those involved in the leadership processes. Although the study's findings are based on a single school, in a particular context, the research design and methodology, including use of theoretical propositions, means the findings and conclusions generated from the study are pertinent to leadership theory, leadership research and leadership policy and practice in various contexts. The findings of this study are therefore likely to be of use to researchers of educational leadership, school principals, other school leaders, educational policy makers, and those designing and implementing professional learning programmes for principals and other school leaders.

<p>Heterogeneous school communities are becoming more apparent under local and global conditions. A school community is more diverse and similar, not only racially but also in respect of&nbsp / economic, cultural, national and ethnic identities. Schools would require leaders who are mindful of the need for conflict sensitivity and social reconciliation within a globalising&nbsp / classroom.Through the lens of critical constructivism, I investigated the extent to which a higher education institution achieved the aims of the ACE in School Leadership, a continuing&nbsp / professional development programme. I relied upon a qualitative research approach to gather rich descriptive data from interviews conducted with nine school leaders who had graduated from the ACE School Leadership programme. The Literature Review is based on readings regarding critical constructivism, globalisation, conflict‐sensitivity and reconciliation.I found that the&nbsp / programme expanded the school leaders&rsquo / basic knowledge about conflict sensitivity and social reconciliation, but not sufficiently in terms of developing a critical consciousness to deal with&nbsp / conflict effectively. I concluded that conflict‐sensitive schools required school leaders that produced knowledge critically through a rigorous process of engagement and reflection. The ACE School Leadership programme had limitations in the extent to which it could prepare and equip school leaders in this regard.</p>

This study explored forms of distributed leadership in schools and the relationship between these forms and various personal and organizational factors. Though all empirical constructs used in this study were carefully grounded in the existing literature on the topic, the organization and empirical investigation of these constructs in a systemic manner is a distinct contribution of the study. The research was conducted in one large Ontario district that had been promoting distribute leadership for years. The evidence consisted of the surveys of 92 principals, 52 vice-principals, and 2190 teachers from the district’s elementary schools. Various statistical analyses, including descriptive, correlation, regression, and multi-level modeling analyses, were used to analyze the gathered data. In the study schools, administrators and teachers perceived leadership for high-priority school initiatives being mostly distributed in an egalitarian and coordinated manner. They also associated this coordinated way of distribution with wider distribution of leadership. At the same time, teachers often experienced leadership being distributed by principals in an authoritative manner as well. This finding indicates that principal delegation remains a dominant form of leadership and should be studied alongside more egalitarian distributed forms. This research brings to light the differences in principals’, vice-principals’, teacher-leaders’, and classroom teachers’ experiences with distributed leadership. It is recommended for researchers to take into account these differences in their studies of school leadership. District and school leaders should also consider staff’s varied leadership experiences while developing distributed leadership forms in schools. The study also suggests that school conditions have more effect on the way leadership gets distributed in schools than personal beliefs and experiences of principals, vice-principals, and teachers do. This implies that in order to develop extensive and coordinated distributed leadership forms, which are believed to be more productive, school administrators should devote considerable effort to encourage teachers’ engagement in leadership activities, build cultures of trust and collaboration, develop structures supporting shared decision making, ensure staff’s commitment to shared goals and provide incentives and relevant resources.

This study explored forms of distributed leadership in schools and the relationship between these forms and various personal and organizational factors. Though all empirical constructs used in this study were carefully grounded in the existing literature on the topic, the organization and empirical investigation of these constructs in a systemic manner is a distinct contribution of the study. The research was conducted in one large Ontario district that had been promoting distribute leadership for years. The evidence consisted of the surveys of 92 principals, 52 vice-principals, and 2190 teachers from the district’s elementary schools. Various statistical analyses, including descriptive, correlation, regression, and multi-level modeling analyses, were used to analyze the gathered data. In the study schools, administrators and teachers perceived leadership for high-priority school initiatives being mostly distributed in an egalitarian and coordinated manner. They also associated this coordinated way of distribution with wider distribution of leadership. At the same time, teachers often experienced leadership being distributed by principals in an authoritative manner as well. This finding indicates that principal delegation remains a dominant form of leadership and should be studied alongside more egalitarian distributed forms. This research brings to light the differences in principals’, vice-principals’, teacher-leaders’, and classroom teachers’ experiences with distributed leadership. It is recommended for researchers to take into account these differences in their studies of school leadership. District and school leaders should also consider staff’s varied leadership experiences while developing distributed leadership forms in schools. The study also suggests that school conditions have more effect on the way leadership gets distributed in schools than personal beliefs and experiences of principals, vice-principals, and teachers do. This implies that in order to develop extensive and coordinated distributed leadership forms, which are believed to be more productive, school administrators should devote considerable effort to encourage teachers’ engagement in leadership activities, build cultures of trust and collaboration, develop structures supporting shared decision making, ensure staff’s commitment to shared goals and provide incentives and relevant resources.

ABSTRACT District Superintendent and School Board President Perceptions regarding Leadership Characteristics for Superintendents of Texas Schools. (December 2009) Kenneth Lee Groholski, B.S., Sam Houston State University M.Ed., Tarleton State University Chair of Advisory Committee: Dr. John R. Hoyle The purpose of this study was to compare the perceptions of Texas Public School superintendents and school board presidents on the importance of leadership characteristics of the superintendency. The questionnaire used in this study was developed by Dr. Douglas D. Wilson and modified by the researcher. Responses to a Likert Scale instrument and a nominal ranking of ten leadership characteristics were solicited from superintendents and school board presidents of Texas public schools. The population was superintendents and school board presidents from Texas Public Schools. The population was divided into large school districts (>10,000 students) and small school districts (<10,000 students). Data was then generated regarding the respondent’s perceptions of leadership characteristics. Descriptive statistics and Mann-Whitney Tests for differences were used to determine if possible significant differences exist in the data. Results were reported using the Statistical Package for Social Sciences (SPSS 14.0). Major findings of the study suggest: 1. Superintendents may view the importance of instructional leadership, prior work experience in education, and effective school board relations significantly higher than school board presidents. 2. Superintendents of small schools may view the importance of instructional leadership, prior work experience in education, and effective school board relations significantly higher than school board presidents of small schools. Conversely, school board presidents of small schools may view the focus on professional development significantly higher than superintendents of small schools. 3. Superintendents of large schools may view the importance of instructional leadership, comfort with media relations and politics, and effective school board relations significantly higher than school board presidents of large schools. 4. Regardless of school size, superintendents and school board presidents appeared to be in agreement concerning the three least important superintendent leadership characteristics.

<p>Heterogeneous school communities are becoming more apparent under local and global conditions. A school community is more diverse and similar, not only racially but also in respect of&nbsp / economic, cultural, national and ethnic identities. Schools would require leaders who are mindful of the need for conflict sensitivity and social reconciliation within a globalising&nbsp / classroom.Through the lens of critical constructivism, I investigated the extent to which a higher education institution achieved the aims of the ACE in School Leadership, a continuing&nbsp / professional development programme. I relied upon a qualitative research approach to gather rich descriptive data from interviews conducted with nine school leaders who had graduated from the ACE School Leadership programme. The Literature Review is based on readings regarding critical constructivism, globalisation, conflict‐sensitivity and reconciliation.I found that the&nbsp / programme expanded the school leaders&rsquo / basic knowledge about conflict sensitivity and social reconciliation, but not sufficiently in terms of developing a critical consciousness to deal with&nbsp / conflict effectively. I concluded that conflict‐sensitive schools required school leaders that produced knowledge critically through a rigorous process of engagement and reflection. The ACE School Leadership programme had limitations in the extent to which it could prepare and equip school leaders in this regard.</p>

The primary and secondary schools in the Maldives serve over one third of the total population. Having achieved universalization of primary education, one of the challenges of the education system now is to improve the quality of primary education. Studies done in the past, to explore quality in primary education, have been quantitative in nature, telling only part of the story when it comes to describing improvement efforts. Thus, the purpose of this study was to explore in detail how a primary school in an urban setting of the Maldives deals with school improvement efforts. A qualitative case study, informed by the interpretivist research paradigm, was used to explore this issue. One of the primary schools in Male' was purposefully selected for this study and 48 participants took part, of whom thirteen were students. Data were collected through in-depth interviews, participant observations, document reviews and administering of questionnaires. The findings of this study suggest that there were three major dimensions or three interrelated, key concepts that together undergirded the improvement efforts in the school. They are change, leadership and culture. In action-oriented terms, these dimensions or concepts translated into managing change, attending to specific leader actions and influencing the school's culture, respectively, reflecting six themes of school improvement. They are: a focus on change, a focus on students, a teaching learning focus, investing in staff, strong leadership by the head and school culture. In addition to these, it was noted that these themes emerged as having significance to the school's improvement efforts against the backdrop of many stakeholder influences and contextual factors. In essence, the findings of this study portray the micro-level realities of the working of a school that is consciously and continuously striving for improving educational practice. In conclusion to the study, research implications and areas for further research have been identified that would inform educational policy and practice in the Republic of Maldives.

The purpose of this qualitative study was to identify how the select factors of school leadership, school culture and teachers’ perceptions influence parental engagement in two Title I Urban Middle Schools. This study investigated the strategies and programs that have an impact on parental engagement to determine how these can be used to improve parental engagement in Title I Urban Middle Schools. In order to accomplish the goal of this qualitative study, two Urban Title I Middle Schools from a large school district in the Southeastern United States were selected. This research design provided the opportunity to address the research problem of the factors that influence parental engagement in two Title I Middle Schools. The researcher collected and examined relevant data from teachers’ surveys, parents’ surveys, interviews with two middle school principals, a focus group discussion with parents, an analysis of documents, and interviews with parent liaisons at each middle school. The researcher ensured the reliability and validity of the study by utilizing the triangulation method. Reliability and validity are important to any research and are often times considered as the “rigor” that is necessary for all kinds of research (Merriam, 1995). This triangulation method included open-ended interviews, surveys, a focus group discussion, and document analysis that were instrumental in determining and understanding the experiences, perceptions, and beliefs of those participants involved in the study. The study provided rich and valuable data that were used to address the research problem of the factors that influence parental engagement in Title I Middle Schools. The findings of the study provided an understanding of the factors that affect the level of parental engagement in Title I Middle Schools and also offered insights into understanding how these factors create challenges to parents in becoming more involved. The findings concluded that the leadership style of the principal, teachers’ perceptions of parental engagement, and school culture do have a substantial influence on parental engagement. The researcher also offers recommendations for state policies, school districts, and local school administrators on how they can create and implement programs to enrich their parental engagement activities.