Journal articles on the topic 'School leadership'
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Mohamed, Fazleen, and Dr Siti Noor Ismail. "The Concept and Model of Strategic Leadership and Its Importance in Increasing School Achievement." JOURNAL OF SOCIAL SCIENCE RESEARCH 12, no. 1 (March 13, 2018): 2568–74. http://dx.doi.org/10.24297/jssr.v12i1.6995.
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Strategic leadership is one of the leaderships practiced by school organizations today. Organizational capabilities and individual characteristics are two key components of strategic leadership that are indispensable to ensure that this strategic leadership can be realized effectively in schools. This article discusses the concept of strategic leadership, domain and elements and theories related to strategic leadership. In addition, this study also attempts to highlight Davies and Davies 2004 strategic leadership model which has nine elements under two key components of strategic leadership i.e. organizational capability and individual characteristics. Furthermore, the final part of the study discusses the importance of strategic leadership in the school organization. An overview of previous studies also shows that strategic leadership has significant relationships with school achievement. Hence, through the practice of strategic leadership that is preached in schools, the line of leadership of the school will be more capable in helping to improve the achievement of their respective schools.
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Ibrahim, Mohammed Gunu. "Distributed Leadership and Positive Behaviour Management in Ghanaian High Schools: Contextualisation of theory and practice." International Journal of Social Science Research and Review 5, no. 9 (September 28, 2022): 503–13. http://dx.doi.org/10.47814/ijssrr.v5i9.611.
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There is an increasing interest in school leadership's ability to maintain school discipline whilst protecting students' rights and dignity as well as self-esteem. The accelerating interest in school leadership's ability to maintain a disciplined school is anchored on the belief that school discipline determines student learning outcomes. Whilst there is the need for effective leadership behaviour to propel Positive Behaviour Management in Secondary is widely acknowledged, there is no accessible literature on the leadership behaviour which can produce the desired behaviour. This research aimed to explore the theoretical underpinning of Distributed Leadership and Positive Behaviour Management and the empirical evidence of using these concepts in developing successful schools. The findings of the research demonstrated that the link between Distributed Leadership and Positive Behaviour Management is positive and significant. This understanding has implications for how Positive Behaviour Management is conceptualized and implemented in schools by school leaders and teachers.
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Starr, Joshua P. "Leadership." Phi Delta Kappan 100, no. 3 (October 22, 2018): 62–63. http://dx.doi.org/10.1177/0031721718808268.
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Although most parents favor posting armed school resource officers at schools, district and school leaders must be aware of the pitfalls of police presence. These include a lack of clarity over which officers should take these positions and who is in charge of establishing work guidelines. In addition, officers may become involved in disciplinary actions in ways that go against the school culture.
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Samsu, Samsu, and Rusmini Rusmini. "The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi)." Al-Ta lim Journal 23, no. 1 (February 20, 2016): 52–64. http://dx.doi.org/10.15548/jt.v23i1.154.
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School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten leadership styles with school innovations including (1) the principal's role in doing innovation in the schools, (2) the forms of innovation implemented in the areas of academic achievement, (3) the form of innovations carried out in the field sports and (4) the form of innovations implemented in the institutional field, and (5) the forms of innovation undertaken in the field of school’ culture. There are 32 teachers and 32 principals were taken as samples. This study used mixed methods research. Data were analyzed using mean, standard deviation, and correlation. The results showed that the overall principal's leadership style is not sufficient to affect senior high school innovation in Jambi city, this is evidenced by there are only three of those ten leadership styles have positive relationship when they are doing school’s innovations in Jambi city. Thus, the principals should give attention to all the leadership styles to do innovation at senior high school in Jambi city to improve the quality of schools.
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Swart, Christo, Lidia Pottas, and David Maree. "Servant School Leadership and Organisational Climate in South African Private Schools." Education Research International 2021 (November 24, 2021): 1–13. http://dx.doi.org/10.1155/2021/8568889.
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The leadership of companies influences the organisational climate of companies by creating a cycle of continuous improvement or failing to do so. The same applies to educational leadership in their search for favourable teaching and learning conditions for all learners, especially those of underperforming schools whose academic results are not up to standard. Critical dialogue and new thinking regarding school leadership are mandatory to improve the status quo. It is proposed that the servant leadership paradigm, when practiced by school leadership, may have a significant influence on the school environment. A qualitative approach was utilised to measure the impact of servant school leadership on the organisational climate of private schools in South Africa, with the aim of learning valuable lessons to implement in the public school domain and especially the underperforming school sector. A purposive convenience sampling approach was applied to select participants for three focus group interviews. A theoretical thematic, semantic, and essentialist analytical approach served as the foundation for this study. The focus group interviews confirmed that the participants perceived their school leaderships to implement specific characteristics of servant leadership and organisational climate to enhance a positive school environment for teachers and learners to succeed. The participants also perceived definite links between servant leadership and organisational climate. It is recommended that the servant leadership paradigm and its impact on the organisational climate of underperforming schools be researched and considered for implementation nationally and internationally.
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Kovač, Vesna, and Monika Pažur. "Activities and characteristics of instructional school leadership from the perspective of elementary school principals." Školski vjesnik 70, no. 2 (2021): 31–56. http://dx.doi.org/10.38003/sv.70.2.2.
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This paper shows results of an empirical study on characteristics of instructional school leadership conducted on the sample of 30 Croatian elementary school principals. Two research questions were asked: 1. How elementary school principals describe and comment instructional school leadership activities that they conduct in their schools, observing them from their own role’s perspective and instructional goals that they want to achieve and 2. How elementary school principals describe and experience circumstances that have an impact on initiation and implementation of previously described instructional school leadership activities. In regards to set questions, elementary qualitative interpretative research approach was used. Data was gathered using written interview, whereas the results of thematic content analysis revealed two key thematic categories: the list of most conducted instructional school leadership activities and key interactions of principals during the implementation of instructional school leadership. Variabilities in the implementation of instructional school leadership in several aspects were observed, out of which key instructional school leadership’s contents and outcomes focused on the strengthening of students’ and teachers’ capacities are singled out as well as roles and principals’ relationship in interaction with various subjects.
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Menter, Ian. "School leadership." Journal of Education Policy 25, no. 2 (March 2010): 289–90. http://dx.doi.org/10.1080/02680930903549104.
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Pujiyati, Wresni. "STRENGTHENING OF SCHOOL QUALITY THROUGH SCHOOL PRINCIPAL LEADERSHIP." International Journal of Educational Management and Innovation 1, no. 2 (March 9, 2020): 151. http://dx.doi.org/10.12928/ijemi.v1i2.1685.
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This study aims to analyze and find out the implementation of principals 'leadership through school quality with the long-term goal of improving the quality of schools through principals' leadership. The specific target of this research is to develop a principal's leadership model. The research method uses a qualitative approach through case studies through observation, interviews, document studies relating to the principal's leadership and school quality. The general conclusion is that improving school quality is a process towards the realization of quality schools. Principal's leadership in strengthening school quality can be found in (1) Improving school quality (2) Principal's leadership strategy in improving school quality.
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Riveros, Augusto, Carolyne Verret, and Wei Wei. "The translation of leadership standards into leadership practices." Journal of Educational Administration 54, no. 5 (August 1, 2016): 593–608. http://dx.doi.org/10.1108/jea-09-2015-0084.
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Purpose – The guiding question of this study is: how is the Ontario Leadership Framework (OLF) translated into practices in elementary and secondary schools in the province of Ontario? The purpose of this paper is to provide a contextual account of the processes by which school leadership standards are incorporated into the practices of school administrators in the province of Ontario, Canada. Design/methodology/approach – This qualitative exploratory case study focusses on the incorporation of the OLF into the practices of school administrators in four secondary and five elementary schools in two large school boards. The data were collected through document analysis, observations registered in a field notes journal, and semi-structured interviews with principals and vice-principals. The data were coded into analytical categories and analyzed to identify emerging themes and patterns. Findings – The analysis identified two emerging themes that illustrated how school leaders translate leadership standards into practices: the first theme, the school leader as an emergent identity, demonstrated the intersections between standards and professional identities. The analysis showed that standards contribute to the configuration of the leader as a political actor in the school. The second theme, standards, and the configuration of leadership practices, offered insights about the intersections and disconnections between standards and leadership practices in the participant schools. Originality/value – This study aims to inform conversations between policy makers, practitioners, and scholars about leadership standards in schools. Given the saliency of the topic, this research aims to illuminate the often-unexplored nexus, policy-leadership, as well as to expand and enrich theoretical understandings of educational leadership by recasting leadership as a policy-bounded phenomenon.
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Mohd Kasim, Norhisham, and Mohd Nazri Zakaria. "THE SIGNIFICANCE OF ENTREPRENEURIAL LEADERSHIP AND SUSTAINABILITY LEADERSHIP (LEADERSHIP 4.0) TOWARDS MALAYSIAN SCHOOL PERFORMANCE." International Journal of Entrepreneurship and Management Practices 2, no. 8 (December 12, 2019): 27–47. http://dx.doi.org/10.35631/ijemp.28003.
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School performance is the main agenda in school organizations in achieving the vision and mission as well as the main objectives of the Ministry of Education. Issues on performance in the context of school organizations are based on leadership management. The main issues highlighted are based on leadership in achieving the ultimate goal of the Ministry of Education (MOE). This study examines the leadership among the headmasters and principals in schools in improving the performance of schools in Malaysia. From the concept of leadership, the leadership that forms the leadership of entrepreneurship among teachers in every school leader plays an important role in the education system to deal with changes and challenges. Entrepreneurial leadership is a leader who is classified to achieve the same goal of using entrepreneurial behavior. Hence, this study focuses entirely on entrepreneurial leadership relationships with school performance in Malaysia. This study also tests the sustainability leadership as a second variable. Supported by the Model Leader-Member Exchange theory, this study proposes a framework by outlining the factors that exist in entrepreneurial leadership and sustainable leadership A total of 171 school organization from public schools have participated in this study. Data for this study variables were collected through a self-administered survey. Partial Least Square - Structural Equation Modeling (PLS-SEM) is the main statistical technique used in this study. The findings show that some variables such as entrepreneurial leadership and sustainability leadership are significant in relation to school performance. The findings will contribute to future research that researchers can research deeply on leadership 4.0 towards the performance of public or private schools in Malaysia.
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Huguet, Brandy C. Sirchia. "Effective leadership can positively impact school performance." On the Horizon 25, no. 2 (May 8, 2017): 96–102. http://dx.doi.org/10.1108/oth-07-2016-0044.
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Purpose The purpose of this paper is to review literature about effective leadership’s impact on school performance, as a basis for schools to focus on, to encourage similar results in like school settings. Educational professionals are commissioned with the extraordinary task of instructing students with the acquisition of knowledge that will serve them in all future endeavors. In recent years, education has come under attack and has been scrutinized with the implementation accountability measures, in the form of standardized testing, to produce increased success in populations that have previously been underachieving. Design/methodology/approach The approach to compiling this literature was reflective in nature with identification of effective leadership attributes on school performance. Findings Many schools have used various strategies that have had positive impacts on student achievement. To enhance student achievement, the schools’ leadership should be trustworthy administrators who encourage collaboration and teacher leadership, as well as employment of educators who are genuinely passionate about teaching and love children. Examination of characteristics leading to school success may serve as a foundation for other schools. Originality/value The value of this review of literature is the compilation of numerous studies highlighting effective school leadership and structures used to impact student achievement.
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Starr, Joshua P. "Leadership." Phi Delta Kappan 98, no. 8 (May 2017): 70–71. http://dx.doi.org/10.1177/0031721717708301.
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Far too many reformers have assumed that school improvement is mainly a technical design challenge that can be addressed with organizational structures and systems. School change is actually an adaptive process in which individuals must identify and solve problems together. The primary responsibility of a leader is ensuring that educators are empowered to learn together about how to improve their work and their schools.
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Sagir, Mahmut. "Innovational Leadership in School Management." Üniversitepark Bülten 6, no. 1 (February 15, 2017): 45–55. http://dx.doi.org/10.22521/unibulletin.2017.61.4.
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Gurr, David, and Lawrie Drysdale. "System Leadership and School Leadership." Research in Educational Administration & Leadership 3, no. 2 (December 15, 2018): 207–29. http://dx.doi.org/10.30828/real/2018.2.4.
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Southworth, Geoff, and Heather Du Quesnay. "School Leadership and System Leadership." Educational Forum 69, no. 2 (June 30, 2005): 212–20. http://dx.doi.org/10.1080/00131720508984685.
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Gerhard Huber, Stephan. "School leadership and leadership development." Journal of Educational Administration 42, no. 6 (December 2004): 669–84. http://dx.doi.org/10.1108/09578230410563665.
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Smit, Brigitte. "DEVELOPING FEMALE SCHOOL LEADERSHIP IN DISADVANTAGED SCHOOLS." International Journal of Educational Development in Africa 2, no. 1 (October 28, 2015): 62–69. http://dx.doi.org/10.25159/2312-3540/22.
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What can we learn from female leadership scholars that can be appropriated in the South Africa educational context? Little research is conducted to trace the qualities that characterise a feminine approach to leadership in contrast to the characteristics of the traditional approach of control, hierarchy, authority and division of labour. This conceptual article draws theoretically on relational leadership as a feminine approach to educational leadership. I argue that educational leadership in disadvantaged settings in South African schools requires strengthened collaboration and development, particularly for female school leadership. Such collaboration and development is possible through relational leadership.
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Nurhayati, Nurhayati. "SCHOOL LEADERSHIP, PERSONALITY, DAN MOTIVASI, TERHADAP PROFESIONALISME GURU SEKOLAH DASAR." Jurnal Pendidikan Dasar 7, no. 1 (May 30, 2016): 100. http://dx.doi.org/10.21009/jpd.071.09.
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The study aims to determine the impact of school leadership, personality, and motivation in the professionalism of teachers of State Primary School. Data analysis technique used is path analysis. Data population was selected by random sampling, from 10 groups selected one group, about 82 teachers. Data was obtained by questionnaire which has been tested. In conclusion, professionalism of teacher in state primary schools, has a variety of characteristics, professionalism of teachers influenced either by several variables, including the school leadership, personality, and motivation. The implication is that the professionalism of teacherswillincrease if there is, good school leadership, good personality of a teacher, and high teacher motivation.
Keyword : school leadership, personality, motivasion
Penelitian bertujuan untuk mengetahui pengaruh school leadershif, personality, dan motivasi terhadap profesionalisme guru Sekolah Dasar. Teknik analisis data yang digunakan adalah analisis jalur. Populasi data dipilih secara Random Sampling, dari 10 gugus terpilih satu gugus, sebanyak 82 guru. Data diperoleh dengan angket yang telah diuji coba. Kesimpulannya, profesionalisme guruSekolah Dasar, memiliki keragaman karakteristik, profesionalisme guru dipengaruhi oleh beberapa variabel, diantaranya, school leadership, kepribadian personality, dan motivasi. Implikasinya bahwa profesionalisme guru akan semakin meningkatapabila terdapatschool leadership yang baik, personality guru yang baik, dan motivasi guru yang tinggi.
Kata kunci : profesionalisme guru, school leadership, personality, motivasi
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Isa Medina Machmudi Isa, Nitce, Azlin Norhaini Mansor, Jamalul Lail Abdul Wahab, and Bity Salwana Alias. "Principals’ Instructional Leadership towards Teachers' Self-Efficacy." International Journal of Engineering & Technology 7, no. 3.30 (August 24, 2018): 449. http://dx.doi.org/10.14419/ijet.v7i3.30.18349.
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Principals’ instructional leadership practices have proved to be an imperative predictor to teachers’ self-efficacy. Yet, educators are concerned about the ability to adapt to new instructional leaderships due to unspoken principal-teacher expectations. This paper discusses the extent of instructional leadership practices by two newly transferred principals at two different schools. The purpose of this quantitative study was to examine how their instructional leadership practices affected the self-efficacy of the teachers. Through the use of a cross-sectional survey, responses made by 64 teachers employed in one public school and one privately-run school, were compared. The Principal Instructional Management Rating Scale (PIMRS) Teacher Short Form and the Teachers’ Sense of Efficacy Scale (TSES) were used for data collection. The findings showed a high level of instructional leadership practices and self-efficacy in both schools. The test results indicated a strong and positive relationship between the principals’ perceived instructional leadership practices and the teachers’ self-efficacy. Some of the details even suggested that newly transferred principals enforce specific school goals as their main agenda. Nevertheless, the areas of significance identified by this study may help district school superintendents develop the right knowledge to support newly transferred principals in their instructional leadership, thus enhancing teachers’ self-efficacy at the school level.
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Lee, Daphnee Hui Lin, and Chi Shing Chiu. "“School banding”." Journal of Educational Administration 55, no. 6 (September 4, 2017): 686–701. http://dx.doi.org/10.1108/jea-02-2017-0018.
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Purpose The purpose of this paper is to explore how principals’ leadership approaches to teacher professional development arise from school banding and may impact upon teacher professional capital and student achievement. Design/methodology/approach The case study is situated within the context of school-based management, comprising reflective accounts of nine school principals selected by stratified sampling from a sample of 56 Hong Kong schools to represent Bands One, Two, and Three schools. The reflective accounts were triangulated with observations of teachers and analysis of school websites. Findings First, under school-based management, principals remain obliged to recognize the power of state-defined examinations in determining the schools’ future priorities. Second, the exercise of school autonomy in response to this obligation varies, depending upon the competitive advantage schools have in the school banding system. Ideally, effective school-based management is dependent upon the principal’s capacity to facilitate good instructional practices. However, principals need to adjust their leadership practices to school contextual demands. Third, adaptations to contexts result in the varied developments of teacher capacities in schools, corresponding with the types of principal leadership adopted. Originality/value While statistical studies have identified attributes of exemplary principal leadership, few studies have examined the qualitative reasons for the exemplification of these attributes, and the influence of the school context in shaping these attributes. Departing from assumptions that leadership attributes are intrinsic to individuals, this paper considers how principals contextualize leadership in teacher professional development to the schools’ student academic achievement.
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E. Nir, Adam, and Lior Hameiri. "School principals’ leadership style and school outcomes." Journal of Educational Administration 52, no. 2 (April 29, 2014): 210–27. http://dx.doi.org/10.1108/jea-01-2013-0007.
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Purpose – While the significance of principals for the organizational behavior of schools is crucial, school leaders’ influence on school outcomes is indirect and mediated through various means that leaders employ in order to increase the productivity of their school. Although the exercise of power is viewed among the main factors explaining followers’ willingness to comply with leaders’ demands and means to promote school effectiveness, it is rather surprising that the educational administration literature lacks substantial evidence testifying to the mediating effect that principals’ use of various powerbases has on school effectiveness. The purpose of this paper is to make an attempt to fill this gap. Design/methodology/approach – Questionnaires were administered to 954 teachers coming from 191 randomly sampled public elementary schools. Findings – Evidence testifying to the relation between leadership styles and use of powerbases suggests that the transformational leadership style is positively related to the use of soft powerbases and negatively related to the use of harsh powerbases. Findings also show that leadership style and powerbase utilization differentiate effective and ineffective schools. Finally, it is evident that soft powerbases such as expertise, personal reward and referent powerbases partially mediate the relation between the transformational leadership style and school effectiveness, moderating the negative relation found between the passive leadership style and school effectiveness. Originality/value – These findings confirm that powerbases are in fact a mechanism through which school leaders influence school effectiveness. Implications are further discussed.
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Gebczynski, Maciej, and Benjamin Kutsyuruba. "Veteran Teachers’ Perceptions of Principals’ Leadership Influence on School Culture." International Journal for Leadership in Learning 22, no. 1 (June 20, 2022): 265–304. http://dx.doi.org/10.29173/ijll13.
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School leadership and organizational culture both play an influential role in student success and academic achievement. Because school cultures consist of levels that are explicit (easily observable manifestations) and implicit (taken-for-granted, underlying assumptions), veteran teachers usually have deeper understandings of school cultures. This paper describes a qualitative study that examined veteran teachers’ perceptions of school principals’ leadership influence on school culture within the secondary school setting in Ontario. Upon reviewing the relevant literature and methodological underpinnings, we detail key themes from the study: a) effective leadership’s impact on school culture, which aligned with authentic and transformational leadership models; b) ineffective leadership’s impact on school culture, consistent with models of irresponsible leadership; and c) external factors mitigating the influence of school leadership on school culture. The paper concludes with implications for practice and further research.
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Dolph, David. "Challenges and Opportunities for School Improvement: Recommendations for Urban School Principals." Education and Urban Society 49, no. 4 (July 14, 2016): 363–87. http://dx.doi.org/10.1177/0013124516659110.
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Insofar as urban school systems that are often identified as ineffective include such a large segment of U.S. P-12 students, it is vital to improve academic success. To provide context, the article first discusses key challenges facing urban schools. Second, the article identifies and briefly reviews a variety of approaches to reform models often employed in efforts to improve student learning in urban schools. Third, the article briefly discusses the importance of principal leadership in relation to school success and an overview of approaches to leadership. Then, the article offers recommendations regarding leadership, instructional leadership, cultural leadership, and change leadership important to urban school reform. The article rounds out with a brief conclusion.
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Starr, Joshua P. "Leadership." Phi Delta Kappan 100, no. 1 (August 27, 2018): 38–39. http://dx.doi.org/10.1177/0031721718797121.
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Parents often have strong opinions about their children’s schools, and they’re not always shy about expressing them. Josh Starr describes his own experiences with vocal parents who opposed district policies and explains that school and district leaders would do well to seek out opinions from the less vocal parents.
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Ng, Ashley Yoon-Mooi. "School leadership preparation in Malaysia." Educational Management Administration & Leadership 45, no. 6 (October 13, 2016): 1002–19. http://dx.doi.org/10.1177/1741143216662922.
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This paper examines the preparation of school principals in Malaysia, and the aspiration of the Malaysian Education Blueprint 2013–2025 to ensure high-performing school leaders in every school. It reports on the principal preparatory programme, the National Professional Qualification for Educational Leaders, which is mandatory to those who aspire to be school principals. Documentary analysis was undertaken on materials used for leadership training programmes by the National Institute of Educational Management and Leadership or Institut Aminuddin Baki (IAB), which is the country’s main leadership training and development centre, equivalent to the National College for Teaching and Leadership in England. Eight primary and secondary schools, chosen by stratified purposive sampling, were selected for the study. Interviews were conducted with principals and assistant principals of the eight schools, to establish how they were selected and prepared for their leadership roles. Interviews with Ministry of Education and IAB officials offered a provider perspective while an interview with an education minister clarified the policy and political contexts of the study. The findings of the study draw attention to the need to refine the selection criteria, with a focus on higher entry standards to ensure excellent leadership in schools, an emphasis on instructional leadership to improve student learning in schools, the conflict between central direction and the importance of situational leadership, and the political imperative for programme outcomes.
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Silins, Halia C. "Leadership Characteristics and School Improvement." Australian Journal of Education 38, no. 3 (November 1994): 266–81. http://dx.doi.org/10.1177/000494419403800306.
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School leadership has been recognised as a critical element in school improvement and reform Theories about educational leadership have become closely aligned with theories about effective leadership in business, industrial and military settings. The concept of transformational leadership is a recent interpretation of the kind of leadership required to promote educational restructuring and improvement. Survey data from Canadian schools involved in school improvement programs were examined for evidence of relationships between principals' leadership behaviours and school outcomes. Using multiple regression analysis, transformational leadership accounted for a significant incremental effect above that of transactional leadership in bringing about enhanced school, teacher, program and instruction, and student outcomes. This supports a compelling argument that school leaders can promote change more successfully through employing methods associated with transforma tional leadership.
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Dey, Sanjay, Amita Patra, Dillip Giri, and Kanak Madrecha. "From traditional leadership to transformative leadership: A conceptual study on the Leadership Style of the School Principals." International Journal of Management and Development Studies 11, no. 02 (February 25, 2022): 01–14. http://dx.doi.org/10.53983/ijmds.v11n02.001.
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Introduction: The effectiveness of a school is largely dependent upon its principal. His behavior influences the way a school functions. The most crucial factor in any school is the leadership behavior of the principal and how the principal carries out his leadership behavior and how that reflects the efficiency of school functioning. Today one can notice there is a phenomenal change in the leadership behavior of the principal. Now the environment they are working in is very competitive, advanced, and technical. There are a lot of risks they are encountering in every situation to give their school a sustainable future. In one way they have to address the expectation of society and in the other, they are to meet the expectation of the management. Though their position is tough yet they have to continue their performance up to the satisfaction of the stakeholders. Rationale: The previous research studies were mostly centered on a traditional concept of the leadership style of the principal, which narrows down the role of the principal, and most considered him an instructional leader. Considering this is a research gap the researchers conducted qualitative research on the transformative leadership style of the principal. The ethnographic interview and ethnographic observation established the authenticity and internal consistency of the data and the results thus derived were with a high level of validity. Objective: The purpose of the study was to study the leadership behavior of the school principal concerning transformative leadership style and also to compare the effectiveness of transformative leadership styles concerning the outcomes of the school. Methods: This is a Qualitative Research (QR). Considering the nature of the research, the researchers decided to use a typical research design named concept analysis, since the research tries to identify the insight of the principal towards transformative leadership style through the opinion of their staff members. Research Tools: The Researcher prepared an interview schedule with the questions which were modified from the original questionnaire named, Leadership Behaviors Development Questionnaire (LBDQ) developed by Ohio State University, USA. Data Collection techniques: The data was collected through an Ethnographic interview and Ethnographic observation schedule over an extended period and the writing of extensive field notes by the researchers. Data analysis and interpretation: As this is a qualitative research design, after the data was collected, an in-depth analysis was done, to remove data redundancy, bring stability to the opinion of the respondents, to compare & contrast the opinion of the participants in non-contrived situations. Results: It was found that mostly the principals of urban-based secondary schools are much more aware, motivated, and active in the implementation of transformational leadership style compared to their counterparts in the schools located in the rural area. Again, the ethnographic observations reported that there was a very significant relationship between transformative leadership and the job satisfaction of the staff members. The attrition rate of the staff member was found less and the performance of the school was also continuously better compared to the school leaders having a negative mindset towards transformation. It was also found that transformative leaderships are good for emotional control, social adjustment, and creativity in the professional environment. It was also revealed that the schools with transformative leadership are more advanced in the achievements of many key performance indicators (KPIs). Conclusion: The study concluded that it is very much indispensable for the principals to understand the expectations of the stakeholders and bring innovation to the school. This is required to bring sustainability to the school and rise in a competitive environment.
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Eden, Devorah. "From School Leadership to Community Leadership." Procedia - Social and Behavioral Sciences 186 (May 2015): 487–94. http://dx.doi.org/10.1016/j.sbspro.2015.04.101.
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West-Burnham, John. "Leadership for Transformation." Gifted Education International 17, no. 1 (January 2003): 4–15. http://dx.doi.org/10.1177/026142940301700103.
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School improvement has been the dominant model for educational reform for many educational systems in recent years. It is still the most robust model in terms of its academic integrity, its capacity to inform policy making and its impact on professional practice in schools. The dominance of school improvement in largely explained by its consistent success. There is little doubt that it has had a significant impact on the comparative performance of schools and school systems. Evidence from a wide variety of national systems points to the demonstrable success of the model against a wide range of criteria. In essence, performance has improved, achievement has been raised and a range of related outcomes have been met. However, this success has always been subject to questioning when the criteria for success are changed from generic, system wide improvements to a focus on the achievement of the individual child. Whether it is the realisation of the potential of an outstandingly gifted young person or the maximisation of the life chances of a young person with profound learning difficulties the prevailing system does not always seem able to accommodate specific, personal needs. What might be described as the ‘Improvement Movement’ has created an effective hegemony since the mid 1980s. The combination of an emphasis on measurable outcomes and the improvement of the internal processes of the school has created an orthodoxy which has been reinforced by models of accountability and the redefinition of the characteristics of effective teaching and management in schools. It is an hegemony because it is a highly integrated model with educational policy moving from an enabling function to being deterministic. One of the key characteristics of educational policy making by many governments has been the increasing specificity of regulations and guidelines. It could therefore be argued that the school system is approaching an optimum state — it is difficult to envisage what else might be done to improve its efficiency and effectiveness. However, one characteristic of the school improvement strategy that is practised by governments is that it has not in any way questioned the fundamental premise of the nature of the school as an organisation or of the system of administering schools. There has been a tacit acceptance of the school as the optimum means of organising education. Indeed, education has come to be defined as the outcome of schooling. This notion will be questioned later in the following discussion.
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Lorenzo Delgado, Manuel. "School Community Leadership." Educar 48, no. 1 (January 10, 2012): 9. http://dx.doi.org/10.5565/rev/educar.33.
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Perlusz, Andrea. "Inclusive School Leadership." Fogyatékosság és Társadalom 7, no. 2 (2021): 25–34. http://dx.doi.org/10.31287/ft.en.2021.2.4.
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Harris, Alma. "Effective school leadership." Management in Education 15, no. 1 (February 2001): 10–11. http://dx.doi.org/10.1177/089202060101500103.
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Stefkovich, Jacqueline, and Paul T. Begley. "Ethical School Leadership." Educational Management Administration & Leadership 35, no. 2 (April 2007): 205–24. http://dx.doi.org/10.1177/1741143207075389.
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van der Vyver, Cornelius P., Philip C. van der Westhuizen, and L. W. Meyer. "Caring school leadership." Educational Management Administration & Leadership 42, no. 1 (October 14, 2013): 61–74. http://dx.doi.org/10.1177/1741143213499257.
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Murphy, Joseph, Karen Seashore Louis, and Mark Smylie. "Positive school leadership." Phi Delta Kappan 99, no. 1 (August 29, 2017): 21–24. http://dx.doi.org/10.1177/0031721717728273.
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In November 2015, the National Policy Board for Educational Administration — a coalition of nine professional associations — adopted the Professional Standards for Educational Leaders (PSEL), a set of guidelines for the training, certification, hiring, evaluation, and supervision of school principals and superintendents. While it draws heavily from the earlier standards published by the Interstate School Leaders Licensure Consortium in 2008, PSEL is distinguished by a positive, asset-based approach to school management and leadership.
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Shaked, Haim, and Chen Schechter. "Holistic School Leadership." NASSP Bulletin 100, no. 4 (December 2016): 177–202. http://dx.doi.org/10.1177/0192636516683446.
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As instructional leadership involves attempts to understand and improve complex systems, this study explored principals’ perceptions regarding possible contributions of systems thinking to instructional leadership. Based on a qualitative analysis, systems thinking was perceived by middle and high school principals to contribute to the following three areas of instructional leadership: (1) improvement of school curriculum, (2) development of professional learning communities, and (3) interpretation of performance data. Systems thinking as a potential enabler of instructional leadership is discussed and implications are suggested.
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Dressler, Boyd. "Charter School Leadership." Education and Urban Society 33, no. 2 (February 2001): 170–85. http://dx.doi.org/10.1177/0013124501332006.
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Hallinger, Philip. "School Leadership Development." Education and Urban Society 24, no. 3 (May 1992): 300–316. http://dx.doi.org/10.1177/0013124592024003002.
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Crawford, Megan. "Enhancing School Leadership." Educational Management & Administration 30, no. 4 (October 2002): 431–45. http://dx.doi.org/10.1177/0263211x020304005.
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Paletta, Angelo, Fabio Alivernini, and Sara Manganelli. "Leadership for learning." International Journal of Educational Management 31, no. 2 (March 13, 2017): 98–117. http://dx.doi.org/10.1108/ijem-11-2015-0152.
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Purpose The purpose of this paper is to examine the relationships between the school context, the leadership of the school principal, and a set of process variables related to teachers and the educational climate, which have been shown to mediate the effects of the principal’s leadership on schools and students. The authors examined the following research questions: does the school context influence the principal’s leadership? When the influences of the school context are controlled for, does the principal’s leadership influence the process variables related to teachers and educational climate? Design/methodology/approach The research questions are analysed in a multilevel context by developing two models regarding the hypothesized relationships between the study variables. With the use of multilevel structural equation modelling techniques the models were empirically tested on data from Italian teachers and students from a sample of schools in Italy. The database include 1,566 teachers from 47 schools of different types and levels from the Autonomous Province of Trento. Findings In those schools which have the highest leadership scores, the authors also find a greater degree of job satisfaction among the teachers, higher levels of self-efficacy of teachers, and a better educational climate, which is more respectful of the basic rules of coexistence existing within the school. An interesting additional element is that the positive relationship between the exercise of leadership and the process variables related to academic success is still present, even if the effects of the school context are controlled for. Research limitations/implications It should be observed that the results of this study, particularly due to the non-representative nature of the sample considered, should be considered as preliminary evidence that will require further confirmation, and which cannot be immediately generalized. The results obtained can be influenced by the specific territorial area in which this search has been conducted. The Autonomous Province of Trento, from the rest of Italy, is characterized by a highly centralized education system, with a relative homogeneity of the conditions of the context in which schools have achieved so widespread high levels of student learning. Originality/value When studying leadership it is important to consider the school context, particularly the role of the initial level of learning of the students, as this study shows that in schools where the prior knowledge of students is greater, teachers are generally more satisfied with their job and they report a better educational environment. If the influence of the context were not taken into account, this could easily be mistaken for that of the actions of the principal.
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Ihsani, Sadrah, Rita Inderawati, and Machdalena Vianty. "The Transformational Leadership Behaviours of School Principals of Vocational High School in Palembang." Tadbir : Jurnal Studi Manajemen Pendidikan 4, no. 1 (May 14, 2020): 117. http://dx.doi.org/10.29240/jsmp.v4i1.1203.
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The aims of this study were to investigate the description of the transformational leadership behaviour of school principals of private vocational senior high schools in Palembang, and how the school principals implemented the transformational leadership in the school and how the transformational leadership impacted to the teacher performance. The subjects of this study was four school principals of four private vocational senior high schools in Palembang. The data collection was taken from the questionnaire and interview. The data from the questionnaire were analyzed by simple statistical analysis and the interview was analyzed by using thematic analysis. The findings showed that the description of transformational leadership demonstrated the four dimension of transformational leadership, such as idealized influence, inspirational motivation, intellectual stimulation and individual consideration. Later in this study it was found that school principals implement transformational leadership by using some ways such as building the trust, motivation, facilitation and communication. It is also found that the transformational leadership behavior of school principal of private vocational high school in Palembang has an impact to the teacher performance in teaching learning process.
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Waheed, Zarina, Muhammad Ilyas Khan, and Sufean Bin Hussin. "Orientations of Leadership Behaviours Required for School Transformation and Change." International Journal of Innovation in Teaching and Learning (IJITL) 6, no. 1 (July 1, 2020): 1–16. http://dx.doi.org/10.35993/ijitl.v6i1.808.
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Leadership is considered as one of the most important factors in school success. Leaders from the successfully transformed schools demonstrate multiple leadership behaviours that vary according to situations. This qualitative study explored important orientations of leadership behaviours in two selected transformed schools in Malaysia. Data were collected through interviews, observations and document review. 28 participants (14 from each schools) including school leaders, administrators and teachers were selected through purposive sampling for interviews. The data collected were consolidated, reduced and interpreted. The four leadership behaviour orientations, which included task-oriented, relation-oriented, change-oriented and ethical-oriented leadership behaviour, came out as main orientations of leadership behaviours required for school transformation. The study offers important implications for school leaders, policy makers, educationists and researchers in Malaysia and elsewhere with similar contexts.
Keywords: Leadership behaviour orientations, School leaders, School transformation
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Moswela, Bernard, and Keonyatse Kgosidialwa. "Leadership and school success: Barriers to leadership in Botswana primary and secondary schools." Educational Management Administration & Leadership 47, no. 3 (November 9, 2017): 443–56. http://dx.doi.org/10.1177/1741143217739355.
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This paper explored two issues as follows: the influence school leaders have on school performances and factors that hinder school leaders’ efforts to achieve school success in Botswana secondary and primary schools. The subjects of the study were 199 teachers and 21 members of the senior management team in primary and secondary schools in Botswana. The participants were to analyse, through semi-structured interviews and a closed-ended questionnaire, the leadership patterns of their leaders and the barriers to effective leadership in schools. The findings revealed that, generally, leaders in Botswana schools practise democratic leadership although not without barriers. Chief among the barriers are the imposition of policies through numerous directives from the Ministry of Education and drug abuse by students supplied by some adults in society. The study ends with a conclusion that draws from the discussion of the findings and relevant studies to the subject being discussed.
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Adams, Donnie, Ashley Ng Yoon Mooi, and Vasu Muniandy. "Principal leadership preparation towards high-performing school leadership in Malaysia." Asian Education and Development Studies 9, no. 4 (February 20, 2020): 425–39. http://dx.doi.org/10.1108/aeds-02-2018-0046.
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PurposeThe purpose of this paper is to examine the Malaysian National Professional Qualification for Educational Leaders (NPQEL), a principal leadership preparation programme and the Malaysian Education Blueprint 2013–2025, a comprehensive plan for a rapid and sustainable transformation of our education system through to 2025 to ensure high-performing school leaders in every school.Design/methodology/approachIn understanding how the NPQEL operates and its effectiveness in preparing high performing school leaders, a research instrument of open-ended questions were administered to 102 principals from government-funded secondary schools, to establish how they were prepared for their leadership roles and their views of their leadership practices.FindingsThe NPQEL programme provides evidence of strong outcomes in preparing school leaders towards high-performing school leadership in Malaysia in combination of a variety of approaches with respect to its designs and competency standards. Findings indicate that the NPQEL contributes towards the development of the school leaders' attributes or skills for their leadership roles; and the NPQEL fulfils the aspirations set out in the Malaysian Education Blueprint 2013–2025.Originality/valueThis paper explores the potential influence of Malaysian NPQEL and the Malaysian Education Blueprint 2013–2025 on preparing high-performing school leaders in every school.
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Sebastian, James, and Elaine Allensworth. "Linking Principal Leadership to Organizational Growth and Student Achievement: A Moderation Mediation Analysis." Teachers College Record: The Voice of Scholarship in Education 121, no. 9 (September 2019): 1–32. http://dx.doi.org/10.1177/016146811912100903.
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Background Although there is a substantial body of literature on school leadership and its relationship with student achievement, few studies have examined how change in leadership is related to organizational growth and school improvement. Also less well studied is the influence of contextual conditions on how leadership and organizational processes evolve to constrain/augment school outcomes. Focus of Study In this study, we use moderation mediation analysis to examine how change in principal leadership relates to achievement growth, mediated via change in multiple organizational processes—parent-teacher trust, school climate (measured by school safety), and professional capacity. We further examine how these mediational relationships are moderated by initial school conditions. Research Design We apply moderation mediation analysis to administrative and survey data of elementary schools from a large urban school district to examine if initial school conditions moderate mediational relationships between school leadership and student outcomes. Conclusions Our results show that improvements in school leadership are related to student learning gains only through improvements in school climate; this relationship is consistent regardless of whether schools initially had strong or weak leadership and regardless of whether schools initially had safe or unsafe school climates.
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Nikolaros, John. "Strategies for Effective School Leadership." Global Journal of Educational Studies 1, no. 1 (May 25, 2015): 45. http://dx.doi.org/10.5296/gjes.v1i1.7557.
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<p>To many, effective leadership is continently appropriate as conscience. The paper identifies strategies that assists schools facilitate a warmer and healthier school environment. The author provides a review of delineated leadership strategies with a narrative for each type. Highlighting different cultures and assumptive impact on school culture and climate is offered.</p>
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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (May 7, 2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.
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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.
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San Antonio, Diosdado M. "Creating better schools through democratic school leadership." International Journal of Leadership in Education 11, no. 1 (January 2008): 43–62. http://dx.doi.org/10.1080/13603120601174311.
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Nichols, Joe. "Perceptions of School Leaders: Exploring School Climate Data Based on Principal Gender and Student Achievement." Advancing Women in Leadership Journal 34 (June 12, 2017): 28–37. http://dx.doi.org/10.21423/awlj-v34.a119.
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This project explored the climate data of 33 elementary schools in an urban school system to determine the relationship among perceptions of effective school leadership and student achievement. Data was compiled from teachers (n = 847) at each elementary school in regard to their perceptions of effective leadership of their school principal. Data was compared to student achievement and disaggregated based upon the gender of the principal. In summary, female principals were rated significantly lower on their leadership skills than male principals by their staff. In contrast, when student standardized test data were explored and cross-referenced with the gender of the principal, student achievement at schools with female leadership was comparable with that of elementary sites with male leadership.
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Leechman, Gareth, Norman McCulla, and Laurie Field. "Local school governance and school leadership: practices, processes and pillars." International Journal of Educational Management 33, no. 7 (November 4, 2019): 1641–52. http://dx.doi.org/10.1108/ijem-12-2018-0401.
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Purpose The purpose of this paper is to investigate the processes and relationships between school councils and school leadership teams in the local governance of 18 independent, faith-based schools in New South Wales, Australia. Design/methodology/approach A three-phase, mixed-method research design was used incorporating development of a conceptual framework for local school governance drawn from current literature, face-to face interviews with chairs of school councils and principals, and a subsequent survey of school council members and within-school leadership teams. Findings Noting a lack of research into the practices and processes of school council operations and their interface with school leadership, the study identified five key areas that were seen to be foundational to the effectiveness of local governance. Research limitations/implications The study contributes an Australian perspective to an international need to better understand local governance arrangements in school leadership and management. Practical implications At a practical level, the study provides valuable insights to principals, and to those aspiring to the role, on the nature of the relationship between the school council and school leadership teams. Social implications The study responds to a marked increase internationally in local governance arrangements for schools by way of school councils or boards. Originality/value A review of literature reveals that, somewhat surprisingly, there has been relatively little research undertaken in this key area of leading and managing schools.