Dissertations / Theses on the topic 'School principals In-service training Victoria'

The Namibian education system was affected by a number of changes and challenges. These changes and challenges emanated from new political, financial and socio-economic trends in Namibia and the global village. Due to their strategic positions as educational leaders-cum-managers, principals were expected to lead and manage schools to overcome the challenges and meet increasing expectations of varied stakeholders. However, many secondary school principals especially those in rural areas could not cope with the changes and challenges. Rural secondary school principals did not have what it takes to manage and lead their schools effectively and efficiently. This study investigated the professional development of Namibian secondary school principles with special focus on rural secondary school principals in the Omusati Region, a region in north central of Namibia.

That professional development is one of the most challenging and important activities facing principals and their staff, has been highlighted in the policy and professional development literature. The central purpose of this study was to explore the nature of professional development from the unique experiences of principals. It was felt there was a need to understand professional development outside the confines of theoretical constructs and overarching frameworks. A phenomenological methodology, therefore, guided the study and allowed the principals' experiences to speak for themselves. Data were collected by semi-structured interviews with eight primary school principals in Queensland who were asked to describe experiences of two phenomena. Firstly, they were asked to describe experiences of professional development for themselves. Secondly there were asked to describe experiences which demonstrated their responsiveness to teachers' professional development. Following the work of Giorgi (1985a, 1985b), a phenomenological psychological approach was used to analyse the data. The two investigations yielded 17 essential themes, and each of these themes was supported strongly in the professional development literature. In addition, three significant findings were raised for further comment. These related to the mismatch between current policy directions for professional development and the reality of principals' experiences; the principals' conceptualisation of professional development as a planned and unplanned activity; and principals as curriculum leaders. The study concluded by providing recommendations for further research to be conducted in the area of professional development and recommendations for the continual promotion of professional development for principals.

The Deputy Principals' Leadership Development Program (DPLDP) was researched and developed by the Calgary Board of Education from 1983 to 1987. It was conducted for the first time in Western Australia when deputy principals from schools in the Narrogin Education District participated in the program during the period 1989-91. This study is an evaluation of the DPLDP. It was designed to determine whether there is justification for the continued use of the program as a means of enhancing the instructional leadership capacities of deputy principals in the Narrogin Education District. This research is located within the naturalistic paradigm. It can best be described as a qualitative case study based mainly upon ethnographic methods of data collection. The organisation and analysis of the data, however, was structured largely by utilising Stufflebeam's CIPP (context, input, process, product) framework of program evaluation and a typology of instructional leadership developed from a review of the literature. This typology presents instructional leadership as a process based on three components: vision, information and action. The data for this evaluation was collected during a twenty two month period between April 1989 and November 1990. A variety of data gathering techniques was used. In depth, semi-structured interviews and participant observations generated most of the data. Document analysis and unstructured, informal interactions provided supplementary material. Data validation formed an integral component of the research design. A thorough and wide-ranging validation process involving the participants was utilized to check the accuracy and relevance of the research findings. The major conclusions of the study, that emerged within the CIPP framework of program evaluation and the typology of instructional leadership, were: 1. Participation in the DPLDP leads deputy principals to examine their role in schools, and builds a commitment to their role as instructional leaders. 2. The DPLDP has the potential, more than other available programs examined, to meet the professional development needs of deputy principals in key areas associated with instructional leadership. 3. Collegial support is the single most important element of the DPLDP for the development of deputy principals as instructional leaders. 4. The DPLDP can be implemented successfully in the Narrogin Education without significant modifications. Based on these results, and other subsidiary findings of the study, it was concluded that, on balance, there is justification for the continuation of the DPLDP in the Narrogin Education District.

This study was concerned with an aspect of the professional knowledge needed by principals to meet the demands that an increasing number of managerial tasks requiring specialist understandings are making of them. In this regard an emergent area of concern to principals is that associated with the considerable volume of legislative, common and criminal law which they are involved with in the management of their schools. Overall the findings indicate that the claims concerning the legalisation of education in Australian schools is well founded and that, as a consequence, there are a number of implications that can be drawn for education authorities and for school practitioners as well as for future research. In particular, the findings may be of value in the current efforts by the Queensland Department of Education Centre for Leadership Excellence to identify areas of professional knowledge appropriate for the induction and ongoing training of new principals. It is hoped, also, that the findings might have considerable importance for school administration and management in that legal risk strategies should ideally be reflected in a range of school policies and practices. The study concludes with a number of suggestions emanating from the findings concerning possibilities for further research which would add to the conclusions reached here.

Better Schools advocated a decentralisation in the administrative structure and a devolution of responsibilities within Western Australian education system. One outcome was the establishment of twenty nine school districts in 1987. Since then, these districts have faced the problem of providing for the professional development needs of their primary school principals. In response to this situation different districts have developed different models for the training and development of principals. This research evaluates, as a case study, a particular model developed in one of the districts. To help preserve the anonymity of the district chosen, it is referred to throughout the study under the fictitious name of the Fairmont district. The evaluation centres around the question: From the view point of meeting corporate managerial needs, is there justification for the continued use of the Fairmont model? To answer this question, the study focuses only on primary school principals in the district.

This study sought to determine the staff development knowledge and skill needs of school administrators as perceived by primary school principals in Thailand. This study posed the following questions for investigation: what specific knowledge and skills do primary school principals in Thailand perceive as necessary for them to perform the role of staff developer in their schools, and which competencies are perceived to be the most important?

The incorporation of pre-primary centres into Western Australian government primary schools has shifted the responsibility for administrative, managerial and educational leadership from the kindergarten director to the primary school principal. Several pre-primary teachers and specialists in Early Childhood Education have expressed concern that principals lack theoretical and practical background in early childhood, have not been provided with professional development assistance, are providing inadequate educational leadership to pre-primary teachers, and yet a responsible for appraisal of pre-primary teachers. Similar concerns have been expressed in the United States, and resulted in the swing towards early academics and acknowledgment of the significant differences between early childhood education and primary education. However, no study of these leadership issues has so far been conducted in Western Australia.

The problem of this study was to determine training priorities as mandated by the Texas Legislature on the CORE Curriculum for Management and Leadership Development and their implications for Texas public school principals. Purposes of the study were to validate an instrument for assessing principals' training needs, to provide data for planning and delivering training for principals, to provide results to staff developers, and to develop a profile of similarities and differences in the perceptions of principals and their superordinates.

Staff development (SD) is regarded as an important process, both for the professional growth of teachers and the organizational development of schools. The literature on SD uses the concepts of ‘SD’, ‘professional development’ and ‘in-service training of teachers’ interchangeably. The purpose of this study is to investigate the teachers’ experiences and perceptions of SD practices in a Namibian secondary school. This qualitative case study was carried out at the school where I am teaching. Two methods were used to collect the data, namely a blend of semi-structured and unstructured interviews with three teachers and one focus group interview with five teachers. The analysis of the data collected was carried using the method suggested by Taylor and Bogdan (1998) which includes discovery, coding and discounting. These concepts are discussed in Chapter Three. The main finding of this research regards SD at the school as mainly in line with the traditional view. The study also made three other unusual findings that differ from the traditional view of SD held at the school. First, the principal’s role as a human resource manager of SD; second the pastoral role of a principal in SD and third the role of teachers’ unions in SD. All these findings are important for SD practices in schools and for further research because little is known in the current literature on SD. Finally, this study proposes further research to develop an organizational development (OD) cycle of problem solving to help create an internal policy on SD, which is currently nonexistent at the school.

Thesis (Ph.D.) - Central University of Technology, Free State, 2010
Newly appointed principals are facing enormous challenges as managers of their schools today. When they are first appointed, many begin their work with a lot of uncertainty, anxiety and frustration due to lack of assistance, guidance and support. As principals of schools, newly appointed principals are expected to perform to the best of their ability in order to ensure that their schools succeed and achieve the best possible results. The constant changes in education require the newly appointed principal to adapt to these changes and to acquire the necessary knowledge and skills in order to implement the policies, regulations and procedures. Without proper guidance and support most newly appointed principals are unlikely to succeed. It is therefore necessary that these principals are exposed to induction and mentoring opportunities in order to capacitate them and enhance their performance and their competencies. Newly appointed principals should first be exposed to an induction programme after their arrival at work. The induction programme should subsequently be followed by a mentoring programme whereby a mentor is assigned to the newly appointed principal. The purpose of this study is to develop an induction and mentoring programme to assist newly appointed principals in selected education districts in the Free State province. The qualitative approach is used in this study as it seeks to represent reality from the perspectives of the participant, without interfering with or biasing that perspective, in their own words and using their own concepts. To analyse data for this study the researcher used coding in order to categorise data into themes. The findings of this study reveal that all the schools do not have a policy for the induction and mentoring of newly appointed principals. The study also revealed that schools did not have a formal induction and mentoring programme and as a result, there were not enough induction and mentoring opportunities for new principals in their first year as principals. It was also found that no monitoring and evaluation was done due to lack of formal programmes in the schools. It is recommended that a policy for the induction and mentoring programme be formulated in schools. Those responsible for inducting and mentoring newly appointed principals must ensure that the programme is properly managed in order for it to succeed. The induction and mentoring programme should be thoroughly planned in order to meet the needs of the newly appointed principals. Before implementing any programme it is essential that the training needs of newly appointed principals are identified. These needs should then be prioritised in relation to the needs they are intended to serve. The induction programme should have carefully formulated objectives so that the programme can address the needs of newly appointed principals appropriately. It is important therefore that this programme be monitored at all times in order to ascertain whether it is meeting the objectives of the programme. The induction and mentoring programme for newly appointed principals should be evaluated at the end in order to determine the success and impact of the programme on newly appointed principals.

Through my work in various contexts, as a senior leader, a curriculum improvement officer, a deputy principal, a project manager for professional learning and now as principal, I recognised from experience and dabbling in research that there were gaps in professional learning offered to aspirant and beginning secondary school principals in the public system. Undertaking research in this field would either confirm or refute my theory that support for secondary principals through professional learning in the Western Australian Department of Education was limited. The premise that quality leadership enhances quality teaching was a driver in establishing my goal, which is to inform and influence the system to better support secondary principals in public schools in Western Australia. Therefore, this is a unique study of beginning principal preparation in the public secondary education sector in Western Australia. The specific purpose of the study was to investigate the level of preparation undertaken by new and experienced principals for their role and to explore to what extent entry planning could assist in the preparation for principalship. A comprehensive literature review was undertaken and to date the majority of the literature investigates the challenges facing beginning principals and how well prepared they felt they were to meet those challenges. Clarke, Wildy and Styles (2011) argue that:in educational settings where generations of school principals have taken up their appointments without any prior preparation, who have learned to do the job while on the job, and whose professional development has been driven mainly by their own initiative, it is unlikely that incumbents have an understanding of what might have been different for them in their work had they experienced a formal preparation program prior to appointment. (p. 174) The study sought to ask questions of practitioners that would either validate the global research or support the view of Clarke, Wildy and Styles. The findings were consistent between the literature and the case studies. The participating principals articulated the components of effective principal preparation programs and they have a keen desire to see these implemented in support of public education in Western Australia. The study found that professional learning and preparation for secondary principals in the public sector is adhoc, and often developed, or not, at the personal level. There were three main findings: effective principal preparation can reduce the perceived complexity of the role and therefore minimize the expectations experienced by the beginning school principal; formal implementation of informal learning opportunities such as mentoring, coaching and networking can reduce the drift from the profession; and that entry planning has a significant effect in assisting in preparation for the principalship. Principals from a range experience, from 18 months to 20 years, agree that a systemic, coordinated approach would more adequately prepare secondary principals for the complexity of expectations from local, state and national perspectives, and encourage aspirant school leaders to move into the principalship during a time when a predicted shortage in the teaching profession is making the role even more complex.

The purpose of this study was to examine the role of the North West Department of Education in the induction of primary school principals. This study was ,guided by four primary research questions namely: What constitutes the nature and characteristics of induction? What are the induction strategies that the Department of Education employs in this exercise? How effective are the induction programmes in the North West Province? What are the challenges of induction in the North West Province? The review of the literature focused on the recruitment of principals, the various models of the induction programme for principals and how these impacted on the preparation of principals in the management, the governance, the administration and the instructional leadership within the school. Questionnaire served as the sole data collection instrument, and it comprised 44 items. The sample population consisted of two hundred (200) primary school principals selected randomly from the four districts of the North West Province. The data was collected using a Lickert 5 point scale. The following areas were covered in the questionnaire: The nature and characteristics of the induction The challenges of the induction The strategies of the induction The effectiveness of the induction. The findings revealed that the Department of Education does make efforts to ensure that novice and seasoned principals in the North West Province are not faced with the 'swim or sink' dilemma in the management of schools. The data further revealed that new principals are trained upon assumption of duty. However, data revealed that quality assurance mechanisms are seriously lacking and that there is no variety in the strategies that are being followed in the induction of school principals. In conclusion, the study recommended further research into the implementation of the induction system as well as a further benchmarking of the best practices beyond the province to establish how the North West compares with other provinces.
Thesis (MBA) North-West University, Mafikeng Campus, 2011

在全球教育改革此起彼伏的今天，竞争型国家都力求通过教育领先战略以提升国家的竞争力。因此为校长及学校领导提供专业支持，提供有质量的培训与发展项目以确保教育竞争力是各国近期教育政策执行链中重要的一环。各国出台了很多政策与措施来确保学校领导培训与发展项目质量的持续改进。然而，值得注意的是所有政策措施的影响都是通过关键持份者在培训过程中的互动建构而实现的。迄今为止，学校领导培训项目中关键持份者的过程建构仍是一个黑匣子。
本研究采用质性研究方法，以中国五个校长培训机构的高级研修培训为个案，探究中国大陆校长培训的过程建构。本研究揭示了培训机构的管理者/专职人员、培训者与参训校长在培训前、培训中及培训后的行为表现与互动特点。在此基础上，研究者进一步分析了他们对校长学习、参训校长与专家的关系、校长培训的认识及这种认识对他们互动建构过程的影响。最后在国家、市场和高校的情境架构中，深入探讨培训机构与国家、高校和市场的关系如何形塑他们对培训的认识。通过上述三个层次的递进与拓展分析与追问，本研究揭示了中国大陆校长培训过程建构的黑盒子，提供了清晰的理解视角。
本研究发现，首先国家、市场、高校是影响校长培训发展的三股外在制度力量。国家从管制、提供和资助三方面影响校长培训的需求和供应。市场被当做国家提升培训质量的工具，在国家的管制下，在实践中发挥着有限的影响。高校则通过校内的部门定位与人员配备影响培训的核心建构过程。国家、市场、高校之间的张力，形塑了关键持份者对校长学习、参训校长与专家的关系和校长培训的认识。目前这种认识以技术控制旨趣为主导，实践中逐渐开始浮现理解实践的旨趣。
其次，在培训过程建构中，管理者/专职人员看似占据主导地位，但在实际的互动中，其与培训者并不存在管理关系，对培训者所讲内容与教学方式的可控性弱。他们能够强制要求参训校长扮演好“学员的角色，但是他们并不能控制参训校长在培训过程中的参与度。
最后，培训中的校长学习主要以授受的方式进行。由于参训校长准备不足、缺乏培训相关性与共同性的协商，在一定程度上呈现出专家主导的特点。在培训结束之后，部分参训校长能利用培训结识各方人员的机会决定是否继续联系管理者/专职人员与培训者。
本研究通过质性的实证个案研究，增进了对在职学校领导发展与培训的理解，在国家、市场和高校的架构中，深化对中国目前普遍的以高校为本的校长培训的理解，弥补了中国大陆现有校长培训与发展研究的不足，同时具有研究方法的意义和研究视角的价值。
Education has been prioritized by competition states to imporve national competitiveness in the global trend of educational reform. Providing professional support and high quality leader training programs for school principals are therefore critical to implementing the ambitious and desirable educational reforms. Various educational policies and measures applied in some countries to ensure the quality and continous improvement of school principal development programs. However, the policies and measures can only matter through the stakeholder’s interative construction process of the training programs. How various stakeholders construct the training process is still a blackbox until now.
This research is qualitative in nature, exploring the construction of principal training process in Mainland China with five training institutions as cases. It presents what administrator/ full-time staff, trainer and principal trainee do before, during and after principal training program, and how they interact with each other. Then, the research analyzes how the stakeholders perceive principal learning, the relationship between principal trainee and trainer, and principal training as well. This research also explores how their understandings influence the interactive construction process. Finally the above mentioned actions, perceptions and interactions are integrated into a larger institutional context in which state, market and higher education institution have shaped the construction of principal training process and ultimately impact on the development of principal training.
This resesearch first finds that the state, market and higher education institutions are the three external institutional forces shaping the context for process construction of principal training in Mainland China. The sttate influences the supply and demand of principal training through regulation, provision and funding. Market as an extended policy instrument from the state to improve program quality, and exerts limited impact under the regualtion of the state. Higher education institutions influence core process construction through department function orientation and staffing. The tension among state, market and higher education institution shapes stakeholders’ perceptions of principal learning, relationship betweeen principal trainee and trainer, principal training as well, which are dominated by technical-control interest while the interest of understanding practice is emerging gradually. In the process construction, administrator and full-time faculty appear dominating the process, but they have little control over part-time trainers either in content or in pedagogy. At the same time, they can contrive the principal trainee to play out the role of trainee, but they can not force their engagement. Principal learning in training is constructed as ‘give and receive’ between the trainer and the principal trainee. In fact, the whole process is dominated by the trainer as a result of unreadiness of the principal trainee, lacking of relevance and negotiation of mutuality. After the principal training, some principals would further use the connections by their own needs.
This research is the first empirical qualitative study focusing on the process construction of school principal training in China. It contributes to the understanding of in-service school leader training and development for school leadership in the university-based training system and fills the gaps of existing principals of training and development research in the Mainland China. This research has its value in research methods attempted and perspectives applied in this kind of studies.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
郑玉莲.
Thesis (Ph.D.)--Chinese University of Hong Kong, 2012.
Includes bibliographical references (leaves 203-217).
Abstracts in Chinese and English.
Zheng Yulian.
摘 要 --- p.1
Abstract --- p.3
致 谢 --- p.5
目 录 --- p.8
图目录 --- p.14
表目录 --- p.15
Chapter 第一章 --- 导论 --- p.16
Chapter 第一节 --- 研究背景 --- p.17
Chapter 一、 --- 西方学校领导培训与发展的变革 --- p.17
Chapter 二、 --- 中国大陆校长培训的实践脉络 --- p.20
Chapter 第二节 --- 研究问题 --- p.23
Chapter 第三节 --- 研究意义 --- p.25
Chapter 第二章 --- 文献综述 --- p.28
Chapter 第一节 --- 学校情境下的教育领导理论的发展 --- p.28
Chapter 一、 --- 领导理论发展述评 --- p.29
Chapter 二、 --- 教育领导理论流派 --- p.30
Chapter 三、 --- 结语 --- p.38
Chapter 第二节 --- 从领导者培训到领导力发展：校长培训理论视角的转型 --- p.40
Chapter 一、 --- 从领导者到领导力 --- p.40
Chapter 二、 --- 从培训到发展 --- p.44
Chapter 三、 --- 结语 --- p.57
Chapter 第三节 --- 学校领导培训与发展实施与研究 --- p.60
Chapter 一、 --- 学校领导储训项目 --- p.60
Chapter 二、 --- 入职与在职培训项目 --- p.61
Chapter 三、 --- 结语 --- p.62
Chapter 第四节 --- 学校领导培训与发展治理架构的调整 --- p.62
Chapter 一、 --- 学校领导培训与发展的治理分析架构 --- p.63
Chapter 二、 --- 国家、大学、市场与学校领导培训与发展 --- p.65
Chapter 三、 --- 结语 --- p.66
Chapter 第五节 --- 中国大陆校长培训研究进展 --- p.67
Chapter 一、 --- 中国大陆校长培训研究全景扫描 --- p.67
Chapter （一） --- 期刊文章 --- p.67
Chapter （二） --- 硕博论文 --- p.71
Chapter 二、 --- 中国大陆校长培训研究评述 --- p.72
Chapter 第三章 --- 研究设计 --- p.75
Chapter 第一节 --- 研究者的认识旨趣与质性研究取向 --- p.75
Chapter 一、 --- 质性的研究取向 --- p.75
Chapter 二、 --- 研究者认识旨趣的澄清 --- p.76
Chapter 三、 --- 研究范畴界定 --- p.76
Chapter 第二节 --- 个案研究设计 --- p.76
Chapter 第三节 --- 个案选择与资料搜集 --- p.77
Chapter 一、 --- 培训机构的选取 --- p.77
Chapter 二、 --- 资料搜集 --- p.79
Chapter 三、 --- 资料编码与分析 --- p.81
Chapter 第四节 --- 研究的可靠性与伦理考量 --- p.82
Chapter 一、 --- 研究可靠性 --- p.82
Chapter 二、 --- 研究的伦理考量 --- p.83
Chapter 第五节 --- 研究阶段 --- p.84
Chapter 第四章 --- 中国大陆校长培训的本土情境与案例机构简析 --- p.85
Chapter 第一节 --- 中国大陆校长培训的历史发展：政策分析的视角 --- p.85
Chapter 一、 --- 中国大陆校长培训发展阶段 --- p.86
Chapter 二、 --- 中国大陆校长培训政策的延续与变革 --- p.90
Chapter 第二节 --- 中国大陆校长培训系统 --- p.96
Chapter 一、 --- 中国大陆校长培训的管理体系 --- p.96
Chapter 二、 --- 中国大陆校长培训的层级 --- p.97
Chapter 三、 --- 中国大陆校长培训承担机构的类型 --- p.98
Chapter 四、 --- 高校为本的校长培训机构 --- p.99
Chapter 第三节 --- 案例机构简析 --- p.100
Chapter 一、 --- 培训机构的分析架构 --- p.100
Chapter 二、 --- 案例机构背景分析 --- p.101
Chapter 第五章 --- 中国大陆校长培训过程建构的全景扫描 --- p.106
Chapter 第一节 --- 培训前的管理者/专职人员独角戏 --- p.106
Chapter 一、 --- 培训前的准备 --- p.106
Chapter 二、 --- 培训前的动态互动关系分析 --- p.112
Chapter 第二节 --- 培训过程中的校长学习 --- p.114
Chapter 一、 --- 校长培训的时空架构 --- p.115
Chapter 二、 --- 校长学习的核心活动 --- p.116
Chapter 三、 --- 校长学习的边缘活动 --- p.123
Chapter 四、 --- 培训过程中动态互动关系分析 --- p.126
Chapter 第三节 --- 培训后的非正式交汇 --- p.128
Chapter 一、 --- 培训后的不同关注点 --- p.128
Chapter 二、 --- 培训后的动态互动关系分析 --- p.130
Chapter 第四节 --- 结语 --- p.131
Chapter 第六章 --- 对校长培训的认识与培训过程建构 --- p.138
Chapter 第一节 --- 对校长学习的理解与认识 --- p.138
Chapter 一、 --- 校长为什么要学 --- p.138
Chapter 二、 --- 校长学什么 --- p.142
Chapter 三、 --- 校长怎么学 --- p.144
Chapter 第二节 --- 对参训校长-专家关系的认识 --- p.145
Chapter 一、 --- 传统的“参训校长-专家关系的认识 --- p.145
Chapter 二、 --- 新型“参训校长-专家关系认识的浮现 --- p.146
Chapter 第三节 --- 对校长培训的认识 --- p.148
Chapter 一、 --- 将校长培训视为一种任务和待遇 --- p.148
Chapter 二、 --- 将校长培训视为一种教学平台 --- p.151
Chapter 三、 --- 将校长培训视为超级市场或信息中心 --- p.152
Chapter 四、 --- 将校长培训视为学习社群 --- p.153
Chapter 第四节 --- 结语 --- p.154
Chapter 一、 --- 技术控制旨趣下的认识及其对校长培训过程建构的影响 --- p.154
Chapter 二、 --- 理解实践旨趣的认识及其对培训过程建构的影响 --- p.155
Chapter 三、 --- 解放旨趣的认识及其对培训过程建构的影响 --- p.156
Chapter 第七章 --- 国家、市场、高校角力下的校长培训 --- p.157
Chapter 第一节 --- 国家对校长培训的影响 --- p.157
Chapter 一、 --- 国家对校长培训的管制 --- p.157
Chapter 二、 --- 国家对校长培训的资助 --- p.159
Chapter 三、 --- 国家对校长培训的提供 --- p.160
Chapter 第二节 --- 逐渐兴起的培训市场 --- p.160
Chapter 一、 --- 校长培训市场的供需方 --- p.161
Chapter 二、 --- 校长培训市场的交换媒介 --- p.164
Chapter 第三节 --- 高校对培训过程建构的影响 --- p.166
Chapter 一、 --- 高校类型及其生存环境的变革 --- p.167
Chapter 二、 --- 培训机构部门设置与功能定位 --- p.167
Chapter 三、 --- 培训师资队伍的构成 --- p.172
Chapter 第四节 --- 国家、市场、高校角力下培训机构能力建设的策略 --- p.176
Chapter 一、 --- 理解校长培训机构能力建设的分析架构 --- p.176
Chapter 二、 --- 不同类型培训机构能力建设策略分析 --- p.178
Chapter 三、 --- 培训机构能力建设的思考 --- p.185
Chapter 第八章 --- 结论与反思 --- p.187
Chapter 第一节 --- 研究发现 --- p.187
Chapter 一、 --- 关键持份者的行为表现与互动特点 --- p.188
Chapter 二、 --- 关键持份者的认识与培训过程的建构 --- p.189
Chapter 三、 --- 校长培训机构与国家、高校及市场的关系及其影响 --- p.190
Chapter 四、 --- 重新理解校长学习 --- p.192
Chapter 五、 --- 中国大陆校长培训过程建构的隐喻 --- p.194
Chapter 第二节 --- 研究贡献 --- p.195
Chapter 一、 --- 理论贡献 --- p.195
Chapter 二、 --- 实践启示 --- p.198
Chapter 第三节 --- 研究限制 --- p.201
Chapter 第四节 --- 后续研究建议 --- p.201
参考文献： --- p.203
附 录 --- p.218

D.Ed.
The Constitution of the Republic of South Africa, 1996 (RSA, 1996(a): 14) requires that school education be transformed and democratised in accordance with fundamental values and principles. These include human dignity, non-racism, non sexism, the rule of law, accountability and transparency. The democratisation of education includes participation by parents, educators, learners and the community at large. The Governing bodies are also expected to make critical decisions on behalf of the school and to ensure that the school is managed and administered effectively and efficiently. The provisions of the Department of Education's White Paper 1 and 2 (RSA, 1996(b)), the report of the Review Committee on School Organisation, Governance and Funding, new legislation including the South African School Act (SASA) of 1996(RSA, 1996(c)) as well as provincial policy directions point South Africa firmly towards a decentralised school based system of education management and governance with substantial decision making authority at the school level. However, while the policy framework attempts to transform education, the legacy of the past education system characterized by fragmentation and inequity in provisions, a crisis of legitimacy in many schools, the demise of a culture of learning and teaching, the relevancy of the curriculum as well as resistance to change has created substantial managerial problems at schools leading to a deterioration in the standard of education. According to Ramphele (1997:25) attempts by the government to transform the inequitable and inadequate schooling system is characterised by a failure to translate good policies into sound practice. This is further confirmed by the poor matric results of the past two years. Table 1.1 (Perkins, 1998:11) and Table 1.2 (Gauteng Department of Education, 1998:37) reflect the poor state of education in South Africa.

The purpose of this study is to explore the role of Leadership Practice Communities (LPCs) in developing the leadership capacity of school principals. Given the minimal requirements to become a school principal and the increasing demands made on the principal in terms of his/her job, the question arises as to how best are school principals developed for their school leadership role. This study is underpinned by the theory of Communities of Practice and a conceptual framework on leadership development. Sense is made of how school leadership learning of principals can occur within a community of practice. This works on the premise that people with common goals and interests work together to better themselves and their institutions. This study explores whether this can be done within these structures and how best it can be formalized to assist all leaders in the education field. This study seeks to answer the following critical questions: What forms of leadership learning take place within leadership practice communities? How does the leadership practice change as a result of participation within leadership practice communities? What challenges and possibilities exist for leadership development within leadership practice communities? This study is located within the interpretivist paradigm. A case study methodology is used in this study and semi-structured interviews of a group of principals have been undertaken. This particular Leadership Practice Community was purposively selected based on convenience. Seven principals were selected based on the following criteria: secondary/primary; male/female; urban/township/rural. The findings indicate that a leadership practice community has played a major role in developing the capacity of novice and senior principals. The findings direct that this could be the way to ensure that development of school principals could be undertaken and it should be replicated by all Ward Managers with a view to developing and strengthening leadership in schools under their control.
Thesis (M.Ed.) - University of KwaZulu-Natal, Edgewood, 2011.

The study focuses on public relations as a significant aspect of the functions of the principal as the manager of a secondary school. A review of selected literature suggests that a large number of the daily administrative and managerial tasks performed by principals require public relations skills. Research was conducted, by means of questionnaires and structured interviews, among principals and teachers at House of Delegates secondary schools in the greater Durban area. The research analysis examines principals' qualifications and in-service training in public relations. The public relations practice at schools used in the sample are evaluated in terms of selected public relations issues, viz. fund-raising, communication with the school's publics, coping with crises and image-building. The results of the study indicate that few principals have received training in public relations and that public relations practice at House of Delegates secondary schools in the greater Durban area is weak and inadequate. In the view of the researcher, principals should be given special in-service training, to develop their public relations skills and to teach them sound public relations practice, so that they will become better managers of their schools.
Thesis (M.Ed.) - University of Natal, Durban, 1993.

In the current climate of educational change and with the implementation of new initiatives within the Victorian Education Department, such as the Victorian Essential Learning Standards (VELS) and the Principles of Learning and Teaching (PoLT), educational leaders have begun to reassess the forms of professional learning that teachers and staff members are involved in. This is not isolated to schools as the education industry world wide is developing new outlooks for staff training and development. With researchers such as Cuban, Hargraves and Fullan investigating different forms of professional learning, workplace change and strategy, changes in global professional learning opportunities are evident across a variety of industries. The purpose of this study is to gain a better understanding of which styles and formats of professional learning are the most effective in a local context. Different scenarios of professional learning are described and interrogated and the impact of each practice is considered. The study provides an insight into the different types of professional learning that are available to the teaching staff, allowing for a more diverse range of professional learning practices in one school. The researcher worked with the teaching staff in a school to ascertain which professional learning styles had a greater and more positive impact on curriculum and teaching practices within the learning environment.

M.Ed.
In-service training and staff development of the personnel in the primary school are of great importance. The principal of a school has an acthe and important role to play in this regard. This study will subsequently focus on the different categories or various types of teachers found in the primary school, because each and every member of the personnel is equally involved in in-service training and the development of the staff programme. A brief look is taken at the influence the curr'iculum,the pupils and the community have on the teacher regarding his or her in-service training. Evaluation of the teachers remains one of the principal's main tasks. The different types of school climates will also be studied, since the nature of the climate of a school to a great extent detel'lllines the effectiveness of the education offered there. If a healthy climate is created, greater productivity will ensue, which in its tum will result in better-equipped and well-adjusted teachers, frolll whose teachings the pupils will benefit greatly. Attention is also paid to the matter of class visits, one of the most general and obvious forms of in-service training. Class visits provide the principal with the opportunity to keep his finger on the pulse of the whole organisation. the five facets comprising the class visit will also be discussed at length, as each of these facets is of great importance to the realisatfon of in-servfce training. For this purpose, formal as well as informal class visits will be dealt with. The important part played by communicatfon is explained and stressed, especially in respect of the primary school. A facet of communication, namely the delegation of tasks, will also be looked into, because of its relevance for the teacher's in-service training. While executfng some of the tasks which the principal cannot possibly find time for, every teacher is being trained and prepared for promotfon. The professfonal growth of teachers has also become a focal point where trainfng for managerial positions is concerned. The deputy headmasters are dependent on guidance by the headmaster. Principals have the responsibility of discreetly and meaningfully stimulating the deputy as well as the other teachers on the staff. The principal who is sincerely concerned with the professional development of his staff contributes successfully towards an in-service guidance programme by including class visits. various types of staff meetings and delegation in his programme • Attention will be given to ways and means by which the principal can apply each of these skill s in order to purposefully stimulate the professional development of his staff. To enable the principal to give meaningful help and guidance in these matters. he should ensure that an open climate prevails at his school. The principal should also have a clear understanding of what can reasonably be expected of a new. as well as an experienced teacher. and he must also clearly formulate his own responsibilities in the training of both. In-service training of the working teacher should naturally be a continuous process. The principal is responsible for the professional growth of his staff and the quality of teaching at his school. He plays an an-important role in the professional development of the teachers on his staff. Continued research pertaining to the training of principals is therefore absolutely essential.

The study explores the role of school principals in teacher professional development in Ekurhuleni South District and whether they perform their leadership functions as expected. Literature reviewed gave an in-depth understanding of the discourse of teacher professional development from the South African and international perspectives. A qualitative approach was adopted to explore the role of school principals in teacher professional development. Ten primary schools were selected from Ekurhuleni South District using purposive sampling. In each school, the principal, deputy principal, head of department and a post level teacher were interviewed to gather data. The findings of the study revealed that there is little or no support from principals to assist teachers in order to enhance teaching and learning. A lack of resources and development opportunities for principals by their superiors hampers teacher professional development. The main recommendation from this study is that principals should be supported by their cluster leaders, and the school governing bodies should supplement the school funds so that teachers can attend workshops.
Educational Management and Leadership
M. Ed. (Education Management)

D.Ed. (Educational Management)
In the present dissertation the researcher views in-service training in general, and clinical supervision specifically. This research is specifically aimed at the principals of Afrikaans medium secondary schools under the jurisdiction of the Transvaal Education Department. In-service education describes an informal, systematic program, initiated by the principal. This program aims to provide opportunities for teachers to improve the teaching quality of their classes. In-service education is also aimed at the professional development of staffmembers. In-service education aims at the more effective usage of manpower to promote higher productivity. On the other hand clinical supervision is regarded as teaching supervision where data is acquired through observation of true classroom situations. This pre-supposes a one-on-one interaction between the principal and the specific teacher to improve the quality of teaching. Clinical supervision aims to develop the teacher professionally and improve the quality of his teaching. In view of the aims it is possible for clinical supervision to apply the potential of labour effectively, thereby improving productiVity to the benefit of pupils as well as teachers. The successful implementation of clinical supervision relies on a secure, supportive school climate, characterised by healthy headmaster - teacher relations. In this research the researcher will look at the importance of some dimensions of the principal teacher relationship namely: * * * participating leadership: successful communication and creation of a conducive climate. Before a principal can lay claim to successful implementation of clinical supervision as strategy for in-service education, he has to...

In the 21st century, there is a growing realisation that providing principals with the necessary opportunities of training in leadership and management skills has become increasingly important as a way to increase school effectiveness and achieve quality performance. Central to this argument is the fact that principals are merely accorded a status and role without the necessary training. The purpose of this study was therefore to explore the effectiveness of state-funded professional development programmes of school principals with specific reference to Soshanguve secondary schools and also to ascertain the extent to which principals’ training meets the schools’ and principals’ needs given the changed conditions that exist in the country. The study employed a quantitative research methods approach to collect data from 100 educators and 20 Head of Departments (HoDs). This was done through administration of questionnaires. Data was analysed using the Statistical Package for the Social Sciences (SPSS), which was used to generate the frequencies and descriptive statistics that were used to answer research questions. While it is expected that principals should effectively and rigorously be developed to enable them to improve teaching and learning at their schools, the study, however, found that training of school principals in Soshanguve was elusive and ineffective, and as result, the majority of these principals lack basic management training prior to and after their entry into principalship. The study has shown that apart from being faced with various challenges and being promoted to principalship without the necessary leadership experience, principals rely on trial-and-error experience and common sense in leading and managing schools. The study also showed that a majority of principals are in great need of being professionally developed in some specific areas. Furthermore, the study discovered that the Department of Basic Education does not seem to be making efforts in ensuring that principals are professionally developed. Consequently, principals develop on their own through informal professional development strategies. In conclusion, the study recommended, amongst others, that principals should be encouraged to take personal responsibility and initiative in preparing and developing school leadership through self-study, reading literature, attending seminars and workshops out of their own personal volition. That Department of Basic Education (DoBE) needs to look into ways of subsidising the training of school principals. DoBE should also find ways of formally incorporating more of the private sector and non-governmental organisations to help in the preparation and development of principals for school leadership by allowing them to offer in-service courses for potential principals and serving principals.
Educational Leadership and Management
D. Ed. (Education Management)

M.Ed. (Educational Management)
This research has shown that developing educators who can compete locally and globally within the education sector is to a large extent the responsibility of school principals. The research further shows that educators can be developed effectively through the use of clinical supervision. Clinical supervision in this research is viewed as a strategy to improve the knowledge base, teaching skills and competencies of educators. Furthermore, the research reveals that in today's competitive environment, continuous educator development is key to enhancing the quality of education and classroom practice. One of the major challenges facing school principals today is to continually create and maintain contexts for effective teaching and learning. New demands for survival include the ability to provide better education, accessibility to learnership regardless of the diminishing essential resources. The background, aims, and research methods are provided in chapter one. The qualitative research approach was employed in the investigation of clinical supervision as a strategy to develop educators in the school. The literature search revealed that the principal as the supervisor can use different methods to develop educators. However, clinical supervision was identified as the most effective way of assisting educators to grapple with their day-today actions in the classroom. The data was collected and analysed using the constant comparative method. Focus group interviews were conducted with two groups of educators and individual interviews with two principals of senior secondary schools, in Mantserre Circuit in the Rustenburg District of Education, North West Province. The research revealed that some principals are not aware of clinical supervision as a strategy to assist educators with lesson preparation and effective teaching. In all schools that the researcher conducted interviews, the concept was strange. On the other hand, the research revealed that educators expected their principals to guide them with the execution of their work...

M.Ed. (Education)
Learning can be described as an infinite action which also implies training. There is no limit. no end to it. It is a continual process. These actions of learning and training can be applied to the teaching profession. No university or teachers' training college can fully train the prospective teacher during the pre-service training period. There is always new knowledge to be mastered. Theoretical knowledge and institute and school practice may prepare the student for his future career, but there is no guarantee for success. Having mastered the required skills at one of the above mentioned institutions, they must be put to practice in a real school or class situation. This is done during the school practice component of in-service training and once the student has started his career. Many kinds of problems may then be experienced by the student or recently qualified teacher. There may be problems in connection with matters such as adaption, administration, teaching methods or discipline. With the necessary guidance these problems may successfully be overcome. The person who is in the best position to provide this guidance is the head of the department. He may then act as a tutor or a mentor. Even experienced teachers who have been teaching at the same school for some time, newly appointed but experienced teachers and teachers returning to the profession, may encounter similar problems and may need guidance or in-service training. The headmaster is responsible for initiating an in-service training programme at the school. The different heads of department are to assist him in this, especially as far as subject matters are concerned. The ability to provide in-service training, to gain knowledge, to learn something new, however, also implies training. The headmaster and the heads of department should, therefore, receive the necessary training and guidance to enable them to successfully execute an in-service training programme. This training can be best provided by a training institution, such as a university or college. There should be a close link between these institutions and the different schools; between pre-service and in-service training. These two components of training should be presented as a continual process. The purpose of this study is to investigate the responsibilities of the head of department under the guidance of the headmaster, as far as the in-service training of the teachers in his department is concerned. This will provide the teachers with the oppurtunity of gaining knowledge and obtaining the required didactical skills. The possibilities of pre-service training are investigated with, among others, reference to content and modi, the link between these two kinds of training and between schools and training institutions. Recommendations are made in connection with the implementation of in-service training of didactical skills and the responsibilities of the head of department as far as in-service training of students and teachers at secondary schools is concerned. It is evident that the head of department, together with the headmaster, can play a very important part in the in-service training of teachers.

This research focuses on the role of the school principal as instructional leader in primary schools in Thoyandou area, Limpopo Province. It was motivated by a marked decline in the fulfilment of the instructional leadership role of principals in certain schools in the Limpopo Province. A literature study was undertaken to determine the role of a instructional leader, approaches to this role as well as the relationship between the principal's instructional leadership role and staff development and staff appraisal respectively. A qualitative inquiry was conducted using a focus group and personal interviews with a small sample of participants selected by judgement sampling. The findings suggest that understanding of the instructional leadership is fragmented; principals often fail to develop staff adequately; and the Department of Education's new approach to staff and development appraisals is not adequately implemented in schools. Finally guidelines are provided to assist principals in fulfilling their role as effective instructional leaders.
Educational Studies
M.Ed. (Education Management)

The role of school management on the qualitative provision of inclusive education in designated full-service schools in North West Province is vital for optimum accommodation of learner diversity in ordinary mainstream primary schools. The school management of designated primary schools are assigned with the task of ensuring that inclusive education policy and practices are adopted and implemented by all stakeholders as prescribed by policy in their respective schools. This dissertation sought to investigate at a micro perspective the impact of school managers as individual employees and their response to the new inclusive education system in their schools. The study also identifies factors that facilitate or hinder their role. A qualitative approach and the case study design were applied in this study. Five schools were purposefully selected and total of 40 participants were involved. The participants include five principals, five deputy principals, ten heads of departments (HoDs) and 20 members of the SBST. Data were collected by conducting individual interviews for principals and deputy principals and focus group interviews for HoDs and members of SBST. The findings reveal that the school managers, SBST and stakeholders like parents do not yet understand the reasons behind expansion of inclusive education in their schools. The study reveals that the school management are still finding it difficult to fulfil their role and responsibility. This is owing to numerous challenges emanating from inadequate support from district based support teams or departmental officials, pedagogical barriers, systemic barriers, insufficient staffing, lack of human resource development through trainings, infrastructure challenges, resistance to policy such as SIAS and lack of knowledge of assistive devices. Subsequent to that, literature review reveals that studies on implementing inclusive education in schools focus largely on the plight and role of teachers and that little attention was paid to the role of school management on the provision of inclusive education. To enhance the impact of school management on provision of inclusive education and to address prohibiting factors noted form the findings, the study recommends to the department an intensive and structured capacity building programmes for departmental officials, school management, curriculum specialists, senior managers with specific reference to inclusive teaching strategies, admission within protocol of SIAS policy, and curriculum differentiation using assistive devices. A proposed model to improve the impact of school management on the provision of inclusive education with specific reference to administer admission within SIAS protocol is presented.
Educational Management and Leadership
M. Ed. (Education Management)

The aim of the research was to reflect phenomenologically on the role of the school principal as educational manager and instructional leader in enhancing a culture of teaching and learning in schools, and to reflect critically on this state of affairs in Limpopo Province. A literature study was undertaken to expose problems that deter principals from fulfilling these roles. Qualitative research in the form of ideograms, as well as, unstructured interviews with principles, was used to elicit principals' views concerning how they perceive their roles in an attempt to enhance a culture of teaching and learning in schools. Research findings indicated that principalship is beset with many problems which have to be addressed in order to restore the collapsed culture of teaching and learning in schools. Results revealed among other issues that: - The training of principals for the introduction of Outcomes Based Education in schools was not well carried out. It was incomprehensible for the Education Department to exclude principals from the training when the whole system of teaching and learning was supposed to change with the introduction of Outcomes Based Education - The redeployment and rationalisation of teachers has given rise to many complicated problems in schools, leaving teachers demoralised and being a major cause of job dissatisfaction for principals The research findings revealed that the role of principals as educational managers and instructional leaders in Limpopo Province is not authentically enacted. Recommendations include among other issues that: - The Department of Education in Limpopo Province review the implementation of Outcomes Based Education, particularly the training of principals - Attention should be given to problems arising from the process of redeployment and rationalisation of teachers in schools - There is a need for ongoing, effective and in-service lifelong training for teachers, principals and the School Governing Body with regard to education management. Attention to these issues, amongst others, it is proposed, will contribute to the effective implementation of the role of school principals as educational managers and instructional leaders, particularly in Limpopo Province. This will reinforce the desired culture of teaching and learning in schools.
Educational Studies
D. Ed. (Philosophy of Education)

Beginner principals need support through a mentoring and coaching program to ensure effective curriculum management and to develop as curriculum leaders. The aim of the study was to determine the need of and the requirements for mentoring and coaching programs to ensure support in effective curriculum management. A comprehensive literature study was done and resulted in the success of mentoring and coaching programs and the focus pointing to effective curriculum management and specifically curriculum leadership in South Africa. The results from the literature study guided the empirical study through combined research. The focus fell on the roles, expectations, problems and support of beginner principals, curriculum management and leadership and the need of and the requirements for mentoring and coaching programs. Empirically it was dicovered that beginner principals are not supported efficiently as curriculum managers and curriculum leaders. Mentoring and coaching will address this need. The requirements of mentoring and coaching programs consist of: (1) Compulsary mentoring and coaching programs for all beginner principals; (2) Experienced principals as mentors; (3) Approved mentors who should receive training; (4) The beginner principal being allowed to choose his/her own mentor; (5) Mentors as curriculum experts
Beginnerprinsipale benodig ondersteuning in die vorm van 'n mentorskap- en afrigtingsprogram om die kurrikulum effektief te bestuur en om as kurrikulumleier te ontwikkel. Die doe! van hierdie studie was om die behoefte aan en die vereistes vir mentorskap- en afrigtingsprogramme te bepaal om beginnerprinsipale in effektiewe kurrikulumbestuur te ondersteun. 'n Uitgebreide literatuurstudie is uitgevoer wat die sukses van mentorskap- en afrigtingsprogramme vir beginnerprinsipale aandui en die fokus op kurrikulumbestuur en meer spesifiek kurrikulumleierskap in Suid-Afrika plaas. Die Iiteratuurstudie het as basis gedien vir die empiriese studie wat uit gekombineerde navorsing bestaan het. In die empiriese studie is daar op rolle, verwagtinge, probleme en ondersteuning van beginnerprinsipale gefokus. Daar is verder aandag gegee aan kurrikulumbestuur en -Ieierskap van beginnerprinsipale en die behoefte aan en vereistes vir mentorskap- en afrigtingsprogramme. Empiries is daar bevind dat beginnerprinsipale nie voldoende in kurrikulumbestuur en die ontwikkeling as kurrikulumleiers ondersteun word me. Mentorskap- en afrigtingsprogramme sal hierdie behoefte aanspreek. Die vereistes vir die mentorskap- en afrigtingsprogramme bestaan uit: (1) Verpligte mentorskap- en afrigtingsprogram vir aile beginnerprinsipale; (2) Die gebruik van ervare prinsipale as mentors; (3) Goedgekeurde mentors wat opleiding ontvang; ( 4) 'n Keuse deur die beginnerprinsipaal ten opsigte van sy/haar mentor; (5) Mentors wat kurrikulumkundiges is.
Educational Studies
M. Ed. (Onderwysbestuur)

The aim of this study was to investigate the criteria for effective continuous professional development of educators and to determine ways of improvement of the programmes as implemented in secondary schools in the Thohoyandou district of Limpopo Province. The study was conducted through a literature review and qualitative investigation. The literature review explored the nature of effective professional development of educators and the criteria for design, planning and implementation of such programmes. The qualitative study investigated the management of professional development programmes for secondary schools educators in the Thohoyandou district using interviews with district coordinators or Educator Multi Purpose Centers (EMPC) facilitators, secondary school principals and educators. The findings revealed the strengths and weaknesses of professional development programmes. Based on the literature review and qualitative investigation, recommendations were made with regard to the provision of effective professional development programmes for educators, particularly secondary school educators.
Teacher Education
M. Ed. (Education Managament)

This sequential explorative mixed methods study aims to explore how selfassessment strategies can be used to enhance quality education in schools in the Zambezi region of Namibia. The researcher posits that teachers are key in enhancing quality education if accorded appropriate recourses to innovate and explore the use of self-assessment strategies in schools. A pragmatic research approach was used to guide this sequential explorative mixed methods study. The study sought participants’ perceptions on four sub-problems of the study: What entails quality and quality education? How can self-assessment strategies be linked to quality and quality education in general terms? What recourses are available to ensure that quality education is realised by the use of self-assessment strategies in the Zambezi region? How can self-assessment strategy models be developed to enhance the quality of education in the Zambezi region? Purposefully sampled school principals and heads of departments of five combined schools participated in the study. During the first phase, face-to-face interviews were conducted with the five participating school principals while the HoDs were engaged in a focus group interview. The qualitative data was later used to inform the design of the second phase of the study (quantitative). In the second phase, fifty-four teachers completed Likert-scale questionnaires which were analysed using IBM SPSS.19 and Microsoft Excel to compare with the qualitative data. This study revealed that schools have common understandings of quality and quality education albeit defined differently. The study also revealed that external professional support is inadequate to support teachers in continuous professional development activities. Furthermore, the study showed that the available recourses are seldom utilised to enhance quality education in schools. Finally, the study revealed that the use of one type of teacher self-evaluation (TSE) deprives innovative teachers from initiating and exploring other viable self-assessment strategies. Therefore, this study propagates the use of alternative self-assessment strategies that can contribute towards the enhancement of quality education in schools in the Zambezi region of Namibia.
Educational Leadership and Management
D. Ed.