Doctoral Degrees (School of Education Management, Policy, and Comparative Education)
Permanent URI for this collection
Browse
Browsing Doctoral Degrees (School of Education Management, Policy, and Comparative Education) by Subject "Distributed leadership"
Now showing 1 - 3 of 3
Results Per Page
Sort Options
Item Open Access Leadership roles of school administrators in teachers’ professional development in Nigeria(University of the Free State, 2023) Sasere, Oluwasola Babatunde; Makhasane, S. D.There is a growing body of knowledge that focuses on effective teacher professional development (TPD) with a consensus that skews in favour of decentralised, school-based and teacher-centred approach to TPD as opposed to the centralised, traditional and top-down approach. On the contrary, developing countries such as Nigeria still practise a centralised education system where traditional top-down TPD remains the norm with the attendant consequence of professionally-deficient teachers in the classroom. This situation has left a lacuna vis a vis the leadership roles of school administrators in teacher development. Hence, the study investigated the leadership roles of school administrators in teachers' professional development in Nigeria. The study was a qualitative multiple-case study research informed by interpretivist paradigm. The study was lensed with two complementary theories, namely, Distributed Leadership Theory (DLT) and adult learning theory (ALT). Three schools were selected using a combination of purposive and snowball techniques was used to select four participants from each school. The participants comprised one school administrator and three teachers in each school, totalling twelve participants. The main data-generating instrument was a semi-structured interview supported by document analysis. The data was analysed using thematic analysis (TA). The findings showed that school leadership was perceived as a delegation of responsibilities by super-ordinate to sub-ordinate. It was also discovered that participants' perception of TPD is limited to the traditional centralised models. School administrators' support for TPD was also discovered to be limited by policy. The result further indicated that the Ministry of Education was responsible for TPD. Unfortunately, such training does not cater to teachers’ professional needs. The study proposed a data-informed model for the execution of school-based TPD. Recommendations were made based on the findings.Item Open Access The nature and practice of distributed leadership in selected secondary schools of South Africa(University of the Free State, 2023) Manzini, Shalati Doreen; Jita, L. C.; Muresherwa, E.The world over, secondary schools have experienced different kinds of leadership such as team leadership, ethical leadership, psychodynamic leadership, teacher leadership and distributed leadership, among other leadership styles. The present study explored the nature of distributed leadership in selected secondary schools in the Limpopo province of South Africa. It sought to provide answers to the central question: What is the nature of distributed leadership practice in selected secondary schools in the Limpopo province of South Africa and how does it shape teaching and learning? In order to answer this question, the study was guided by the following sub-questions: (i) How is distributed leadership understood and practised in selected secondary schools, in the Limpopo Province of South Africa? (ii) In what ways do the practices of distributed leadership in the selected secondary schools shape teaching and learning? (iii) How can the practice of distributed leadership within the selected secondary schools be described and explained? Research participants comprised 14 members drawn from the entire education value chain for the districts studied. The key finding in the present study is that, distributed leadership practice in the selected secondary schools may be understood from the perspective of two key dimensions, namely, the vertical and horizontal dimensions. The vertical dimensions focuses on who is involved in distributed leadership in a school system. It is about the range of persons involved in distributed leadership as viewed from the perspective of the organisation structure of an education system. The horizontal dimension focuses on what activities are involved in distributed leadership. Pursuant to these two dimensions, an important finding showing in the present study is that distributed leadership in the schools studied involves some form of shared leadership. In fact, all participants in this study understood distributed leadership as a leadership approach in which "all persons with capacity”, regardless of rank, are allowed to lead in some specific situation, as and when the need arises. However, there appears to be discrepancies on the definitions of “all persons” among stakeholders in education. Some participants viewed the concept of “all persons” from an local employee perspective, that is, individuals within a school as bounded by the perimenter fence. This view is defined in this study as the employee perspective of distributed leadership. Others viewed the concept of “all persons” from a stakeholder perspective. These variations in perspectives of “all persons”, that is, discrepancies on who comprise the vertical dimension of distributed leadership appears in the present study to have ramifications on the practices of educators. Participants with an employee, that is, an office bearer perspective to the concept of ‘all’ practised distributed leadership in the perspective of a school with boundaries. This means they viewed distributed leadership in the perspective of people who are internal to a specific school, such as teacher leadership and the members of the school management teams. On the other hand, those with a stakeholder perspective viewed the concept of “all persons”, in the broad sense, to include everyone with an interest in what happens in schools. This view focuses on schools as institutions without boundaries, or if the boundaries exist, they are pervious. In this perspective, distributed leadership practice also involves people who may not hold line authority in the educational value chain. Clearly, findings in the present study showed distributed leadership to be a situational practice. The situation comprises the personal characteristics of educators across the entire education value chain and the context of the school leadership environment. As a result of these two contexts, that is, the personal context of educators and the institutional context of the school leadership environment, distributed leadership practice may be described and explained in terms of two main goals. The first goal is to democratise the education space and to ensure that educators effectively account for their performance. The second goal focuses on improving instructional practices and learner attainment from an entirely professional perspective as opposed to a political perspective of democratising the education space. Clearly, findings in the present study showed that distributed leadership in the Limpopo province of South Africa can be explained in terms of either democracy or service delivery goals. The present study recommends a holistic approach based on both the democracy and service delivery goals of distributed leadership. The former seems to have its roots in the political and policy context of education and the latter on instructional and pedagogical foundations.Item Open Access The roles of school management teams in the implementation and monitoring of school-based pandemic policies(University of the Free State, 2023) Senoge, Venus Wani; Plaatjies, B. O.The recent global health crises, particularly HIV/AIDS and COVID-19, have significantly affected educational systems worldwide, compelling the evaluation of policy implementation and monitoring by School Management Teams (SMTs). This study was undertaken to examine the dynamic challenges SMTs face. It aimed to analyse the obstacles and difficulties SMTs encounter, comprehend their roles and duties, and evaluate the effectiveness of their strategies in managing pandemic situations, with the ultimate goal of developing a results-based framework or model to harness and navigate these challenges effectively. The study used qualitative research methodology to focus on SMTs' challenges during pandemics. This approach was instrumental in gaining rich insights into the multifaceted roles and responsibilities of SMTs in crisis scenarios. The key findings from this research revealed that SMTs grappled with significant challenges such as stigma and discrimination, notably around health conditions like HIV/AIDS. There was a marked inadequacy in training for policy implementation, which led to inconsistencies in handling pandemic-related educational disruptions. Moreover, SMTs faced considerable resource constraints, which hindered their ability to implement effective strategies, particularly in adapting to new norms like remote learning. One fundamental discovery of this study was the crucial role of distributed leadership in enhancing policy execution. This approach proved vital in creating a more inclusive, participatory environment within schools, significantly impacting policy effectiveness. The study concluded that managing pandemic policies in the educational system needs a holistic approach. This approach must consider the health implications of a pandemic and its broader social and educational impacts. It showed the necessity of ongoing training for SMT members, proper allocation of resources, and infrastructural improvements to effectively meet the challenges of pandemic management. From these findings, the study recommends developing targeted training programs for SMTs, embracing distributed leadership models, crafting context-specific policies, and strategically investing in digital technologies to bolster educational resilience. Looking ahead, it advocates for extensive longitudinal research to gauge the long-term impacts of these policies and strategies. Such research should also explore the potential and effectiveness of technological integration in managing educational institutions during pandemics, ensuring a more robust and responsive educational system for future challenges.