The role of school leadership in the implementation of the Transition Year Programme in Ireland

Introducing an educational innovation into any school context involves some challenge to existing practices. Transition Year is an innovative, optional, one-year programme taken by approximately half the 15–16-year age cohort in schools in the Republic of Ireland. Based on data from an extensive study of TY operating in six different schools, programme co-ordinators and school principals are identified as having key roles in the successful implementation of TY. However, exercising the collegiality both roles demand goes against established cultures of isolated individualism in Irish schools. Furthermore, maintaining TY's coherence and integrity in the face of threats from more established programmes offers particular challenges. For this innovation to be successful, active curriculum leadership by school principals is seen as crucial. The paper interrogates the evidence through the lens of the 2008 OECD study on school leadership and poses questions about the relevance and value of the OECD perspective.     

The principal's role in restoring a learning culture in township secondary schools

Abstract

The establishment of a learning culture in schools is important for education to take place. The erosion of the learning culture which often culminated in the poor academic performance of Grade 12 learners in township secondary schools has been a cause for concern for many years. The Department of Education's countless efforts to rectify the situation have been to no avail. This article endeavours to establish the contribution that school principals can make towards resolving the problem. As manager and instructional leader of the school, the principal is in a suitable position to address this problem, and it is also his or her primary responsibility to lead and guide the school towards the attainment of good academic performance. The article discusses the principals' role in restoring a learning culture in township secondary schools. It discusses the management strategies or functions that principals can employ to restore a positive school culture. The management strategies were obtained by means of an interview from the principals of effective secondary schools. The literature study and the views of the principals obtained by means of a questionnaire confirm the effectiveness of the strategies in restoring a learning culture.     

吴子牧的领导作风与领导艺术

吴子牧是中国矿业大学天津时期、北京时期的主要领导人，为为学校在20世纪50年代初的建设和发展作出了重大贡献。他懂得高等教育规律，办学有方，具有很高的领导水平和领导艺术，受到全院师生员工的崇敬和爱戴。     

ICT,Leadership in Education and E‐leadership

Advances in information and communication technology are changing organisations, including those in educational settings. Old practices are being altered, and new practices, spaces and possibilities created. The changes are such that it is timely to consider whether our current leadership conceptions remain useful. In non‐educational sectors there is an emerging body of opinion and empirical research that is focusing on what is termed “e‐leadership”. Whilst e‐leadership is a recently constructed concept, with considerable conceptual ambiguity, there are significant differences in leading technology‐mediated environments. These environments appear to place greater emphasis on the ability of leaders to cope with paradoxes and dilemmas and the associated behavioural complexity, to communicate with team members and establish an appropriate social climate and to be able to convey exemplary interpersonal skills through the associated technology. There is a greater emphasis on dispersed leadership. In some situations, such as anonymous groups, formal leadership may be detrimental to group performance. More research is needed, but even at the early stage of the development of e‐leadership it is clear that leadership in technology‐mediated environments needs to be carefully considered. As more examples of these environments are developed in educational settings, e­‐leadership will become an important part of our view of educational leadership.     

Framing ICT, teachers and learners in Australian school education ICT policy

It is well over 20 years since information and communication technologies (ICT) was first included as part of a future vision for Australia’s schools. Since this time numerous national policies have been developed, which collectively articulate an official discourse in support of a vision for ICT to be embedded in our schools, and routinely used by ‘digital’ learners and ‘competent’ teachers alike. The purpose of this paper is to critique how ICT, teachers and learners are positioned in this vision by an analysis of national school-education ICT policies from 1989 to the present day, including the National Goals of Schooling policies, the Learning in an Online World suite of policies, several Ministerial Statements relating to ICT and the recent A Digital Education Revolution policy. This paper suggests that determinist views of technology and a utopian vision underpin these representations, which creates a flawed, future vision for ICT in school education and its use by teachers and learners.     

ICT implementation: what makes the difference?

This paper addresses the question of why some schools have managed to introduce widespread use of Information and Communications Technology (ICT) into teaching and learning across the curriculum, where other schools have had much less “success” in this matter. The issue is addressed through interpretive, case study research in a UK secondary school where almost all staff are now using ICT to enhance and extend learning in their subject areas. After setting the context, a summary of the methods used and an overview of the findings are presented. Whilst some of the findings are specific to the context, it is suggested that much can be learnt from the single case, both by practitioners seeking to develop ICT use and researchers interested in taking the subject forward in other contexts.     

论周恩来的风格和领导艺术

周恩来的风格和领导艺术，内容广博精深，现仅就作个方面论述：①照顾多数，不可跑得太前，也不可落在运动后面；②团结各种力量，和同盟者一道干；③要使群众不感觉我们是在领导；④照顾全局，通透运筹；⑤抓住中心，推动全盘；⑥审时度势，通权达变；⑦协调矛盾，求同存异；⑧原则坚定，策略灵活。周恩来高尚风格和杰出的领导艺术，是中华民族优秀传统文化和西方先进思想相结合的结晶，是党和国家宝贵的精神财富，内涵十分丰富，有待深入研究。认真学习、研究和应用周恩来的领导艺术，将更快更好地推进我国各项事业向前发展。     

The role of leadership in small scale educational change

By investigating the factors facilitating and hindering a small scale educational change, this study highlights the crucial role of leadership in designing and implementing an educational change at a transnational university in Vietnam. During its initiation stage, the programme leaders seemed to fail to (1) set up a clear schedule for changing, (2) assist external advisory groups in providing training sessions and (3) clarify the responsibilities of external advisory groups. At the implementation stage, programme leaders and teachers were less likely to (1) develop the collective knowledge and understandings required for ongoing instructional improvement, (2) adjust the teaching quality control system and (3) cooperate with advisory groups. The lessons that can be learned include (1) mutual trust between stakeholders is vital to its successful implementation as it may determine the level of efforts stakeholders would make, (2) preparations should include clarifying stakeholders' responsibilities and the accountability system and (3) the external advisory groups need to be properly managed from the very beginning of the change.     

The role of cognitive style in educational computer conferencing

This paper reports an investigation of the impact of students’ cognitive style on their effective use of educational text‐based computer‐mediated conferences. The research centres on an empirical study involving students from three courses run by the British Open University. Statistical analysis of the data does not suggest that cognitive style has a strong influence on student participation in the conference, but does suggest that, contrary to expectations, ‘imagers’ may send more messages to conferences than ‘verbalisers’. The data also suggest a possible link between certain cognitive styles and course completion, and that the interaction of different styles within a group, as described by Riding and Rayner's (1998 ) team roles, may have an indirect influence on task completion.     

Paradigm development and leadership style of university department chairpersons

This article develops and tests the argument that leadership behavior in organizations can best be understood within a contingency technology-environment model. The major premise of this model is that one of the most influential intervening factors between organizational performance and leadership behavior is either the technology that the organization utilizes or the environment with which the organization interacts. Building upon this premise and the work of Kuhn (1970), four hypotheses are tested concerning the relationship between the effectiveness of natural science and social science departments in American universities using factor analysis. The data supports the conclusion that differential leadership styles are predictable in different scientific fields.     

The role of school leadership in Singapore's future-ready school reform

In this paper, we propose that successful education needs to fulfil three purposes while being cognisant of time and context: (a) learning, (b) lifework and (c) well-being. An education system is successful if it can develop future-ready individuals who will continue to learn beyond graduation, take on future lifework, and thrive in a changing society and environment. The future is context-situated and context-dependent. We have chosen to examine the economic, social and environmental context of Singapore to provide insight on the values, skills and knowledge that are required of future-ready learners according to the three purposes. We have compared the trajectories of other high-income nations with those of Singapore. Traditional teaching and learning practices no longer serve us well in the new realities that emerge. Education practices need to evolve in tandem to meet the demands of the 21st century. The roles that school leaders play include creating teaching and learning environments where these practices can be implemented. In our review of leadership practices and concepts, we have found that it is important for school leaders to question existing assumptions of teaching, learning and leadership practices in order to advance the development of 21st century skills, knowledge, values, and habits in learners.     

The dearth of managerialism in implementation of national examinations policy

Introducing new national examinations is a complex, multi‐agency policy implementation. However, there have been some high‐profile problems in examination systems in recent years. This research investigated what 10 UK managers involved in the process thought were the main problems. Time pressures were recognised as a serious problem by the managers, as well as the politically driven nature of the reform. It is argued that network management explains the lack of high‐profile individual leaders, the delegation issues, the apparent lack of traditional management skills, the low level of planning and monitoring, the absence of scoping, a professionalist approach, the lack of separation between policy and implementation and the fact that managers could not specify from the outset what needed to be done for a new round of examination developments. Inter‐agency power relationships accounted for lack of negotiation of timescales. Recommendations are made for construction of a qualification development blueprint, scoping of resources, appraisal of the human resources shortage in the UK assessment sector and better stakeholder management of the qualification development policy community by government.     

Implementing government policy on ICT in education: Lessons learnt

This paper examines lessons learnt from national research and evaluation studies of ICT in schools in the UK. From research on policy implementation and reform in education, it is well known that change is either very slow or tends to fail. Implementation is a complex procedure, not a direct translation from government policy to practice. Alongside documentary analysis of national evaluation reports, the analysis provides a framework for understanding the implementation process, which exemplifies the structural procedures involved. Government policy has to be filtered through macro, meso and micro levels, as policy is mediated through national agencies (macro), regional agencies (meso) down to individual schools and teachers at the micro level. The analysis identified five key areas that were problematic regarding government policy implementation. These related to management, funding, technology procurement, ICT training and impact on pedagogy. Specifically these were (1) the multi-agency nature of the initiatives in the UK and their leadership; (2) funding disparities that emerged and (3) how these impacted on differential technology resourcing and procurement between schools; (4) the UK’s national ICT training programme for serving teachers; and (5) the impact on pedagogy, of which the latter to date, has been more limited than politicians had hoped. The analysis indicates that policy aims can be achieved if an awareness of the complexity of the implementation process is maintained. This necessitates an understanding of the fact that it is a fluid, non-linear, reiterative process in which key factors are dynamically inter-related: namely, ICT needs to be implemented on multiple fronts, both materially in terms of an ICT infrastructure and culturally in terms of generating an ethos that values ICT for classroom practice. Attending to the multidimensionality of ICT policy implementation aids the management of the change process at the local level of the school. This allows for an understanding of the ways in which teachers interpret policy and engage in implementation of ICT at the local level.