In Botswana secondary schools, a positive climate is more of an ideal than a reality. It is
the task of stakeholders particularly the headteacher's to create and sustain a conducive
learning environment to improve pupils' academic and behaviour standards. To a large
extent, the headteacher, as an individual occupying the highest official position in the
school, determines how the school is run. His/her expectations, values, beliefs,
relationships with teachers and the examples he/she sets for the whole school shape the
climate in the school. The headteacher can promote or inhibit a positive climate through
his/her leadership behaviour pattern. Thus, the headteacher's leadership style is
significant in creating and sustaining a positive school climate. This study has been
undertaken to examine the connectedness between headteacher leadership style and
school climate. This research focuses on the improvement of climate in Botswana
secondary schools through the headteacher's appropriate use of leadership styles in
different situations with a view to answer the following questions: What different
leadership styles are employed by school headteachers? What are the different types of
climates in schools? Are the leadership styles of school headteachers responsible for the
climate that exists in their schools? What are the implications of the headteachers'
leadership styles for school climate? How can school climate be improved? What roles
can the headteachers, teachers and other stakeholders play to improve school climate?
The research report comprises six chapters: Chapter one contains the background
information of the research, statement of the research problem, aim and objectives of the
research, demarcation of the study, definition of concepts, research methods and the
research structure. Chapter two presents a review of literature on leadership styles, factors
affecting it and discussion of models from different perspectives form part of this chapter.
However, the emphasis is on Hersey and Blanchard's situational model which proposes
the appropriate use of leadership styles to suit situations. Chapter three covers a review of
relevant literature on school climate and factors affecting it. Chapter four presents
detailed report on the empirical study. Questionnaires each of which contains items on
leadership styles and school climate were responded to by secondary school teachers and
interviews were conducted with headteachers. Chapter five contains data analysis and
interpretation. Various leadership styles used by headteachers and the corresponding
climates were identified. The findings indicated that the type of climate that exists in schools is
related to the headteachers leadership style. It emerged that organisational climates vary in
schools and that the participating leadership style promotes an open organisational climate.
Implications for school performance and for the nation's vision (Vision 2016) was given.
Chapter six presents findings from the literature study as well as the empirical study,
conclusions based on the findings and recommendations for improvement for practice
and further research. / Educational Studies / DED (EDUC MANAGEMENT)
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:uir.unisa.ac.za:10500/2354 |
| Date | 29 June 2006 |
| Creators | Oyetunji, Christianah Oluwatoyin |
| Contributors | Pretorius, S. G. (Prof.), kakolwk@unisa.ac.za |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Format | 1 online resource (xi, 216, [7] leaves) |
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