This study explored successful leadership practices in challenging circumstances within the
context of two case study schools. It was a qualitative case study of two secondary schools
that have consistently performed above national average over a period of five years for
matric pass rate. These township schools are headed by a female and a male principal.
The study provides greater insights into leadership practices in the schools. The study
showed that shared leadership was not practiced in the case schools. Shared (distributive)
leadership implied that principals in the case schools would be practicing collective forms of
leadership. However, delegation, which was about authority and accountability residing
with the principal, seemed more prevalent. The findings revealed that both principals saw
themselves as delegating most of the tasks to their subordinates, even though these tasks
belonged to the subordinates by virtue of their formal appointments. The case schools have
two deputies who share administrative and curriculum responsibilities. The deputy
principals are there to deputise and assist the principal - duties that are lawfully theirs. The
same applies to the HoDs whose duties are to oversee curriculum delivery in the classroom.
These are not a delegated function but an execution of their responsibilities.
In both case schools, evidence shows that the schools are successful because of the
initiative of individual teachers who exert themselves in the classroom.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:wits/oai:wiredspace.wits.ac.za:10539/10929 |
| Date | 09 January 2012 |
| Creators | Poopedi, Kwena Gedion |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Format | application/pdf |
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