Gender in Primary and Secondary Education: a handbook for policymakers and other stakeholders by Ramya Subrahmanian,London: Commonwealth Secretariat, 2007

Abstract

According to the literature on school effectiveness and school improvement and the role of the school principal in this regard, the lack of time management skills and abilities among school principals can be regarded as one of the main factors that lead to principal inefficiency and ineffectiveness in the school context. But, how do male and female principals compare in terms of time management and how does gender influence one's decision-making skills in relation to time management? It is clear from the literature that no research has been conducted locally with regard to possible differences in the time management skills and abilities of male and female principals and on the problems that they experience in this regard. This article, based on an empirical study of the perceived differences between male and female principals’ time management skills and abilities in selected Gauteng schools, gives an indication of how both male and female principals rate themselves in terms of their own time management skills and abilities. The findings show that male principals have less effective time management skills and abilities as compared to their female counterparts. In the end, the study would recommend that both male and female principals should set their own priorities and devote sufficient time to these priorities so as to enable them to manage their time more effectively and efficiently in the school context.     

Implementing Online Counselling in Australian Secondary Schools: What Principals Think

Today’s young people have integrated the online world into their everyday reality and schools have generally accepted the importance of technology in the education process. However, there has been limited use in schools of technology to counsel young people, although early indications suggest that school counsellors may be prepared to offer synchronous online counselling if they were supported by school principals. The aim of this study was to investigate Australian secondary school principals’ views about using an online format for counselling in schools. There were 33 principals who participated and they indicated technological competency and acknowledged the benefits of using technology in the counselling process. The principals were generally supportive of the provision of online school counselling, although their major concern was the need for more counsellors and the impact on the workload of current counselling staff. A few principals, however, were unconvinced about offering online counselling and had a fundamental preference for face-to-face communication experiences for students. Strategies for facilitating the acceptance of online counselling by principals and guiding implementation in schools are proposed.     

Rhetoric and reality: are integrated schools in Northern Ireland really making a difference?

This article explores perspectives on the current contribution of integrated schools to society in Northern Ireland and asks whether there is a mismatch between what some expect from the schools and what they may be able to provide. It suggests that integrated education may for some be a magic panacea, whilst those leading the sector see the benefits of integrated education as emerging over a much longer and more realistic timeframe. Based on a series of interviews with principals and with other leaders, this article explores how integrated schools balance the practice and evaluation of integration with other conflicting priorities. It questions the extent to which the schools show variation and argues that greater coherence within the integrated sector might be helpful in the current climate.     

Workplace conditions for successful teacher professional development: School principals’ beliefs and practices

Research has increasingly shown that school principals exercised a significant role in teacher professional development (TPD). Nevertheless, the insights into the particular influence they exert in this process and how it is exercised still need to be developed. This article focuses on what school principals consider important working conditions for TDP and which leadership practices they use to realise these conditions in their schools. Using a multiple case study design, including 20 semi‐strcutured interviews with primary school principals, the findings show that they consider both structural (sufficient time and evaluation of TDP interventions) and cultural (an open work climate and collaboration) conditions to be important for TDP. Additionally, school principals emphasise the significance of teachers’ learning attitudes, differentiation in professionnalisation efforts and knowledge sharing in their schools. Furthermore, the results highlight that they have trouble in realising these working conditions, especially those for internal learning activities (such as an open work climate). Based on the results, recommendations are made for further research and policy makers concerning the preparation and support that principals need to realise (internal) TDP in their schools.     

Perceptions of the principal’s role in democratic school governance in South Africa

This article explores governors’ perceptions of the role played by school principals in the democratic governance of secondary schools in South Africa. The South African Schools Act No. 84 of 1996 has mandated that all public schools in South Africa must have democratically elected school governing bodies, comprised of the principal (in his or her official capacity), educators, non‐teaching staff, parents and learners, but the latter is applicable only in secondary schools. This reform is intended to foster tolerance, rational discussion and collective decision‐making. In the light of this reform an empirical study investigated the role of the principal in the school governing body (SGB), particularly in promoting parent and learner participation in SGBs. The findings highlighted the important functions that principals fulfil with regard to the functioning of the SGB. Principals are viewed by governors as playing a positive role in SGBs. Governors referred to principals as ‘the finger on the pulse of what is happening at school’; they are resource persons for other members of the SGBs and ‘the engines’ of the schools. Governors viewed the principal as in charge of the professional management of the school, ensuring that all duties are carried out adequately, setting the tone in SGB meetings, and responsible for interpreting education policies and ensuring that they are well implemented. Furthermore, principals have the responsibility of ensuring the maximum participation of both parent and learner governors in SGBs meetings. Principals can also contribute greatly to school governance issues, since they are usually at an advantage in terms of their familiarity with official regulations, provincial directives and knowledge of educational reform measures. The findings highlighted persistent power struggles in rural schools that may arise when principals overplay their roles as this creates tension among SGB members. However, principals enabled implementation of democratic values such as tolerance, rational discussion and collective decision‐making in schools through their leadership roles.     

Principal leadership practices in exploiting situated possibilities to build teacher capacity for change

This paper attempts to identify leadership practices of school principals as they engaged in exploring and exploiting possibilities in and around the school contexts to build teacher capacity for change. Based on interview data of school principals, this paper shows that principals from different schools engaged in qualitatively different practices when they led their schools in building teacher capacity for school improvement. Three approaches to teacher development are identified, namely deficit approach, interactive-growth approach and participatory-growth approach, each delineating a unique set of teacher capacity building practices, teacher learning activities and contextual conditions in which they occur. Implications for developing efficacious principal leadership in teacher capacity building are discussed.     

The administrative control of high school principals by superintendents: the supervisory function

Conclusion Supervision, the most prevalent of the control mechanisms studied, was used in all of the schools to varying degrees. The frequency of superintendent visits fluctuated between a high of almost every day, in the case where the superintendent and the principal shared the same facility, to two times a year. Superintendents did visit schools without formal sessions with the principals. Several principals described their superintendents' visits as informal walk-throughs. District size did not influence the frequency of supervision by the superintendents. Schools in both large and small districts received roughly the same number of visits. Ninety-two percent of the principals received a medium or high number of visits. In some schools, particularly unit districts composed of grades kindergarten through 12, principals were evaluated by associate superintendents for secondary education. Central office personnel usually visited several times each month. Principals from large districts received fewer visits from central office staff than did principals from medium or small districts. Most principals perceived the visits by their superintendents and central office personnel as nonthreatening. When superintendents and central office administrators visited schools, they added to the system of control by collecting information about all aspects of schooling, including the climate. In general, principals perceived supervision as light, and felt that schools and principals were afforded considerable autonomy.Vanderbilt University     

Instructional leadership and the charter school principal

Few studies have investigated what occurs inside charter schools with respect to instructional leadership, teaching, and learning. To address this gap in the literature, this case study examines two major issues: how the principals at four charter schools enact instructional leadership in their respective schools, and what barriers the principals encounter when enacting instructional leadership at their school sites. The results highlight three main categories of instructional leadership practices: developing a school mission, managing curriculum and instruction, and promoting school climate and culture. In addition, the data reveal that while the principals attempted to engage in instructional leadership, they encountered barriers related to budgeting and staffing. The paper broadens the scholarly understanding of instructional leadership in schools with high levels of autonomy.     

Managing teacher retention in a rural school district in South Africa

Retaining quality teachers is a global challenge for schools, particularly those in rural districts. A nation-wide study conducted by the Human Sciences Research Council (HSRC) found that 55 % of teachers in South Africa would leave teaching if they could. Resignation was found to be one of the three largest causes of attrition (Hall et al. Potential attrition in education: the impact of job satisfaction, morale, workload and HIV/AIDS. Report presented to the ELRC by the Human Sciences Research Council and the Medical Research Council of South Africa, Cape Town: HSRC Press, 2005). This paper reports findings of a qualitative multi-case study of 15 schools in Moretele, part of a rural district—Bojanala—in the North-West province of South Africa. The aim of the study was to determine factors that influence teacher retention and the teacher retention strategies used by principals. The study also ascertained principals’ perceptions of their effectiveness in managing teacher retention. Data were collected through individual and focus group interviews of purposefully selected school principals. Findings suggest that rural schools have unique challenges that tend to militate against teacher retention. Reported barriers to teacher retention relate to the policy and procedures framework, working conditions in schools, socio-economic push–pull factors, teachers’ personal circumstances, and the role ambiguity of principals. The key recommendation made is that the staffing function as an aspect of Human Resource Management should be decentralized. School Governing Bodies must be empowered to make teacher-retention decisions and facilitate related activities of school principals.     

Anti-bullying procedures for schools in Ireland: principals’ responses and perceptions

The role of the principal is imperative in creating a school climate that nurtures differences and equality at the same time. Policy and legislation in Ireland dictates the responsibility of school principals in preventing and intervening in issues relating to bullying. The current research investigates the extent to which principals consider the impact of bullying on their students and the strategies they take to combat it in their schools. We consider how principals respond to bullying and what supports they feel are missing for them to adhere to relevant policy. A sample of 918 principals from a range of schools across Ireland completed an online survey. The results demonstrated some positive actions by principals such as the provision of anti-bullying policies. However, they also document areas that need more action such as increased access to counsellors and appointing a specific staff member to deal with and tackle bullying in each school. Guidance from the Department of Education and Skills in Ireland on the development and provision of an anti-bullying programme is called for. Results are discussed in light of the current Anti-Bullying Procedures established by the Department of Education and Skills and the Action Plan for Bullying 2013.     

教育家办学背景下的校长领导力刍议

教育家办学是时所必然,学校校长具有成为教育家的最有利条件。在教育家办学的时代背景下。校长只有不断加强自身领导力的建设与提升,才能顺应时代要求,真正成长为教育家,进而更好地实现教育家办学。校长应拥有教育家的情怀,要通过培养自己的学校愿景规划能力、课程和教学领导力、引领和激发教师活力的能力、统筹学校发展的能力、社会协调及学校经营能力、人格魅力和道德感召力,努力使自己成为教育家型的校长。     

Managing senior management team boundaries and school improvement: an investigation of the school leader role

The present study purpose was to investigate the unique role and activities of school principals in managing their senior management team (SMT) boundaries. The study examined how school principals’ internal and external activities mediate the relationship of principals’ personal factors from the Big Five typology, the team and contextual characteristics of functional heterogeneity and goal interdependence to SMT effectiveness and school outcomes of teachers’ absenteeism, school violence and academic emphasis. The results of the structural equation model from a sample of 92 schools indicate that internal activities fully mediate the relationship between principal extraversion and conscientiousness, SMT functional heterogeneity, intra-and inter-team goal interdependence to SMT effectiveness. The external activities were found to fully mediate the relationship between principal extraversion, SMT functional heterogeneity, intra-and inter-team goal interdependence to school outcomes. By concluding that both internal and external activities remain fundamental to overall effectiveness, this study may provide principals with boundary management techniques and practices. The findings may encourage principals to establish priorities and allocate their time, resources and attention effectively both inward and outward the SMT boundary so as to improve SMT and school outcomes.     

Agency and Structure: Principals’ Ability to Bring about Sustainable Improvement in Underperforming Schools in South Africa

This article reports on a study of which the purpose was to understand the role of principals in changing underperforming schools towards sustainable improvement in one circuit area of North-West, South Africa. School principals play a crucial role in guiding schools towards sustainable improvement by shaping a vision of academic success for all learners. Managing teaching is one of the core modules in South Africa’s new national qualification for school principals, and that being the case, principals should play a central role in effecting the educational transformation of all learners. The quality of principals’ leadership is the key factor driving the transformational turnaround and improvement required in schools. They perform a highly complex and dynamic role in enhancing and sustaining school improvement. It was the goal of this qualitative study to explore cultural, structural, and agential challenges faced by principals in their effort to provide for change and improvement in their schools. Six schools were purposefully selected to participate in the study and semi-structured interviews were used to gather data from the principals. The study established that paying attention to cultural, structural and agential factors in schools increases their ability to sustain learner improvement.     

中小学校长教育科研能力现状与对策建议

依据研究能力的内涵界定,采用自编问卷,以294位参加北京教育学院校长培训项目的中小学校长为样本,调查了当前中小学校长的教育科研能力。调查结果表明:整体上,校长对教育科研的价值和目的有着较为清楚的认识,具备一定的研究能力,但对研究文献的收集和利用相对薄弱;没有研究时间、知识与能力不足,是制约校长进行研究的最主要因素;来自城区学校、乡镇学校和农村学校的校长,在研究能力上有较为明显的差距。基于此,建议加强学习和培训,增强校长对研究的知识积累和实践能力;加强行政支持,给校长从事自主研究的时间和空间;正视城乡差异,增强对农村校长的培养和支持力度。     

Supporting students with disability in schools in Bhutan: perspectives from school principals

ABSTRACT

Bhutanese educators are facing the challenge of implementing inclusive education for students with disability throughout their schooling system. Selected schools have started to implement inclusive policies and practices, and it is timely to investigate the progress of inclusive education in these schools. In this qualitative study, 14 Bhutanese principals responded to questions regarding inclusive practices in their schools. Responses were divided into two broad categories: the current status of inclusion in their school; and, inclusion in the future. Principals described barriers such as a lack of specialised teachers, inadequate resources and facilities, and a lack of holistic inclusion. However, they also noted that students were accepted by their peers, that the schools were working well with what they have, and that there was a positive attitude for the future. Changes that are required to progress inclusive education in Bhutan from the perspective of the principals are discussed. The findings of this research will be of interest to researchers and leaders in schools and ministries of education who are working to promote more inclusive schools in less developed countries.     

The Moral Imperative of Social Justice Leadership: A Critical Component of Effective Practice

This study examined how four principals in urban middle and senior high schools with a social justice orientation responded to hypothetical scenarios involving teacher prejudice. The principals in this study did not reference their leadership preparation programs in describing the evolution of their equity-focused leadership philosophies, nor did they reference theory. Rather, the principals were predisposed to support the goals of equity and fairness because they believed they had a moral obligation to do so. The research suggests that school leaders who enter the position with a predisposition for equity and fighting injustice may be better equipped to handle scenarios involving prejudice in ways that advance the overall goals of social justice.     

Identifying and investigating the “best” schools: a network-based analysis

This paper aims to provide a fresh perspective on the predominantly negative discourse on schooling quality in low-income countries by focusing on the research questions: ‘How can one identify great schools and what makes them special?’ Using a network-based perspective, I measure peer evaluations of quality in two districts in Nepal. Specifically, I ask principals to mention three schools they view as the ‘best’ schools in their district and then map the interconnections between schools as a result of this response. I additionally analyse the differentiating characteristics of these schools and qualitatively investigate the most frequently cited ‘best’ school in each district. Public school principals collectively chose a few schools as being among the ‘best’; these chosen schools had relatively higher enrolment and better student performance. The in-depth qualitative analysis highlights less quantifiable measures, such as motivated leaders who were able to help schools succeed despite difficult circumstances.     

Leaving a sinking ship? School principals in flight,Lessons and Possible Solutions

This qualitative study was motivated by a sizeable number of school principals retiring early in South African schools. They either leave teaching for other careers or retire before the retirement age of sixty. It was then necessary to explore what factors, if any, made them leave school management and the teaching career. Sixteen school principals were purposefully selected and interviewed through semi-structured interviews. Eleven of these had already left teaching in the previous four years, while the others were waiting for their last days in teaching at the time of the study. The results illustrate that there are various reasons that lead to the early retirement of school principals from historically black schools. Among these are burnout, lack of teacher commitment, increased unionisation of teachers as well as the non-involvement of district officials in the schools’ improvement and management plans. Consequently, many participants maintained that it was almost impossible to run schools effectively when this scenario prevailed. The conclusions point out that school managers and leaders need to be supported in various ways as they steer various programmes in their schools. This includes constant mentoring, management preparation as well as continual formal professional development programmes.     

Interactions between principals and teacher leaders in the context of Chinese curriculum reform: a micropolitical perspective

This paper draws from a larger exploratory qualitative study that investigated the perceptions of principals and teacher leaders regarding their interactions in Chinese urban primary schools during contemporary curriculum reform. Insights from micropolitics, notably two core constructs of cooperation and conflict, were utilised to examine the interactions of participants. The research found that principals and teacher leaders employed exchange and facilitation as two strategies during cooperative processes; and they adopted enforcement and compromise in conflictive processes. Eight new sub-dimensions under the four strategies emerged from the interview accounts. Findings indicate that most principals were exercising their power ‘through’ their teacher leaders who in turn were working in alignment with their principals to achieve the desired outcomes in schools. Principals in some circumstances used power ‘over’ as a traditional approach, while power ‘with’ was not apparent in participants’ comments. The paper contends that traditional Chinese cultural attitudes towards education, as shaped through Confucianism, were also discernible in framing the nature of some of the interactions between principals and teacher leaders.