Search

Instructional leadership is widely recognized as important for school improvement and a significant tool for creating an effective teaching and learning environment. The British Council is committed to promoting and developing instructional leadership and is offering programmes to develop it in several African countries, including Tanzania. These programmes focus on developing and improving instructional leadership in schools. The programme is provided by British Council facilitators to school leaders and is delivered over a period of six to nine months, including time for a school-based project. Previous research shows that leadership in many sub-Saharan African countries, including Tanzania, is primarily administrative and that instructional leadership is often neglected. Data were collected with 20 participants of the British Council programme, all primary school leaders, chosen through volunteer and purposive sampling. The findings show many reported gains from participation, notably greater understanding of key concepts such as vision and missions distributed leadership, and instructional leadership processes, notably classroom observation.

The purpose of this article is to report the findings of a systematic review of school leadership and gender in Africa, and to identify gaps in the literature, to prompt and encourage further research. The literature search focused on school leadership and gender, linked to all 54 African countries. The review focused on articles in non-predatory journals, plus university theses. The analysis was conducted by country, and then by three central themes, accession to principalship, leadership enactment, and leadership styles. The review provides a compelling picture of school leadership and gender in Africa, with three main findings. First, there is limited knowledge production on this important topic, with no sources identified in most African countries. Second, organizational, social and personal factors combine to inhibit women's accession to school leadership. Third, African women principals are shown to be more collegial and collaborative than men, with some evidence that they may be more effective school leaders. The article's conclusion draws out three main implications. First, the findings indicate a strong need for ministries of education to review their recruitment and selection policies to address barriers to women's accession as school principals. Second, they show deeply embedded social attitudes that women should be focused on domestic and family responsibilities, rather than school leadership. This calls for community education programmes to address family and social attitudes. Third, while the article presents a significant picture of the extent and nature of women principals' leadership accession and enactment across the continent, further research is recommended to address knowledge gaps, especially in those African countries where there is no knowledge production on school leadership and gender.

This paper focuses on the experiences of six Chilean female headteachers. It addresses their career progress, and the facilitators and barriers, as well as the challenges they encountered in accessing and enacting school leadership. The six participants were drawn from all three of Chile's school types -- public, semi-private and private -- in what is a differentiated system. The findings demonstrate both differences and similarities in participants' experiences, across all three school sectors. A major difference relates to the additional barriers faced by public sector school leaders, compared with participants in the private and semi-private schools.

In China, accreditation training programme has been a compulsory programme for all the aspiring and new principals, which is also a part of National Training Plan. Under such hierarchical system, leadership preparation in China is supported, implemented, evaluated, and also, constrained by different levels of administrative organisations and various professional providers. The purpose of the study was to understand the role definition and task allocation of different levels of administrations and providers, as well as how they work as a whole for leadership preparation. The study features a qualitative design that combined data from policy document analysis and semistructured interviews of people who directly involved in this procedure. Data collected in qualitative strand were coded and analysed thematically through discourse analysis. We identified a completed, but disintegrated system for leadership preparation. The results provided important practice and policy implications. We suggest the collaboration and appropriate supervision among different providers and develop a systematic mechanism for principal preparation and development.

The main purpose of this paper is to report research on the problems faced by novice principals in Iran. Semi-structured interviews were conducted with 27 novice principals, all from elementary schools in Iran. The paper also identifies possible solutions to address the problems through three focus group interviews. The analysis followed the principles of qualitative research. The main findings relate to three aspects: the personal constructions of novice principal problems, professional constructions of novice principal problems, and the possible solutions to help address the problems. The conclusion compares these Iranian findings with international research, showing some common issues but also certain problems that are distinctive to the Iranian context.

This study aimed to explore school leadership preparation and development in Oman. Based on quantitative and qualitative data collected through surveys and focus group interviews, the study investigated how a sample of public school principals perceived their principalship preparation. The investigation included leadership learning experiences, adequacy of leadership preparation, problematic leadership areas, and conceptions of effective preparation. The study findings showed that while Omani principals felt they were adequately prepared for principalship, certain leadership aspects have remained problematic for them. Participants expressed their preference for organized training combining theoretical and practical elements but specifically valued experiential learning activities.

This article reports research on the implementation of the Malaysia Education Blueprint, 2013-2025, drawing on 49 extended interviews with senior policy makers at federal, state and district levels, and school principals, informed by a systematic review of international and Malaysian literature. The findings show that the reforms are poorly understood by officials and school leaders, leading to partial and unenthusiastic enactment. The paper concludes that such ambitious reforms need to be acceptable, to ensure "ownership" of the reform agenda, and feasible, to avoid disenchantment by officials, school leaders and teachers.

Purpose: The purpose of the paper is to report the findings of a synthesis of literature reviews and stakeholder interviews conducted in Nigeria, Sierra Leone, Sudan, Tanzania, Zambia and Zimbabwe. The synthesis provides an overview of instructional leadership policy and practice in these six countries. Design/methodology/approach: This paper reports the findings of a systematic literature review, and participant interviews, in six sub-Sahara African countries. The research links to the British Council's initiative to develop instructional leadership in developing contexts, including the six countries featured in this submission. Findings: The findings show diverse policy and practice of instructional leadership in these African contexts. Three have no explicit policies on this important leadership construct, while the others have relevant policy statements but limited evidence of instructional leadership practice. Research limitations/implications: The research provides an overview of instructional leadership policy and practice in these six countries, but more school-based research is required to develop grounded evidence on whether and how this is practiced. The pandemic inhibited such school-based research in 2020. The study provides emerging evidence of the impact of instructional leadership on school and student outcomes, confirming what is known from international research. Practical implications: Developing awareness of how instructional leadership can improve student learning, linked to appropriate training, could lead to more effective schools. Social implications: The Sustainable Development Goals stress the importance of high quality education for economic and social development. Leadership is an important aspect of quality, and the research reported in this paper shows the potential for instructional leadership to enhance student learning. Originality/value: This is the first cross-national study of instructional leadership in sub-Saharan Africa.

In recent years, research into educational leadership has prompted growing appreciation for the critical role which both cultural and societal tenets can have in shaping school leadership approaches. With that in mind, this study examines a school leadership model grounded in Islamic values and beliefs. More specifically, this study attempts to develop an Islamic-Oriented Educational Leadership (IOEL) model for Muslim school leaders. This is an exploratory study designed within a qualitative paradigm of the interpretive, grounded theory process. Data were collected from twenty-four international experts in Islamic educational leadership. Two main themes related to the IOEL model emerged from data analysis, namely: (a) Holistic Islamic Education, and (b) Cultivating Effective Model Leaders. Moreover, the researchers assert that the ways in which a school principal's ethical and religious beliefs affect their mindset illustrate the significance of context in shaping school leadership. This study's findings have practical implications. [ABSTRACT FROM AUTHOR]

Effective leadership and management are increasingly recognised as vital components of successful schooling. This paper examines how they are practiced in England, where there is a high degree of centralization, notably in respect of finance and staffing, but within a tightly constrained curriculum and inspection framework. The paper discusses leadership structures and processes in English schools, explains how principals are prepared for their leadership roles, and examines the evidence on the impact of leadership on school and student outcomes. It concludes that leadership will continue to play a significant part in school improvement.

The political, economic and social challenges in Zimbabwe are well documented. Public schools have been damaged by a shortage of resources, and by a brain drain of teachers. This has led many parents to seek private education for their children but the country's economic problems mean that they often cannot afford to pay the fees. This demanding context informed the authors' study of leadership in 12 private schools in Harare and the surrounding area. Individual and focus group interviews were conducted with 19 leaders in these schools. The findings show that most of the schools have experienced significant falls in student numbers, despite cutting fees. This creates a severe management challenge for principals, other leaders and school owners. There have been redundancies at several of the schools, which the leaders find stressful, while salary levels remain modest although still higher than those in the public sector. The infrastructure and facilities are generally good compared to those in the public sector but leaders lament that they cannot be enhanced in the current financial climate. Most of the schools have a distinctive Christian ethos, and a vision to provide the best possible education for their children, but the leaders' ambitious plans are thwarted by Zimbabwe's harsh economic realities.

Purpose: The purpose of this paper is to present and discuss the findings from research on the relationship between leadership theory and policy reform in Malaysia. Distributed leadership is normatively preferred in the Malaysia Education Blueprint (MEB), the country's major policy reform document. The research was conducted in two dissimilar Malaysian states (Selangor and Sarawak). Design/methodology/approach: The research was a multiple case-study design, with 14 schools (seven in each state). Sampling was purposive, with schools selected from the different bands used to categorise school performance in Malaysia. Within each school, interviews were conducted with principals (secondary schools), headteachers (primary schools) and a range of teachers, middle leaders and senior leaders, to achieve respondent triangulation. Findings: The findings confirm that the MEB prescribes distributed leadership as part of a strategy to move principals and head teachers away from their traditional administrative leadership styles. While there were some variations, most schools adopted a modified distributed leadership approach. Instead of the emergent model discussed and advocated in the literature, these schools embraced an allocative model, with principals sharing responsibilities with senior leaders in a manner that was often indistinguishable from delegation. Research limitations/implications: A significant implication of the research is that policy prescriptions in major reform initiatives can lead to unintended consequences when applied in different cultural contexts. While distributed leadership is presented as "emergent" in the international (mostly western) literature, it has been captured and adapted for use in this highly centralised context, where structures and culture assume a top-down model of leadership. As a result, distributed leadership has taken on a different meaning, to fit the dominant culture. Practical implications: The main practical implication is that principals and head teachers are more likely to enact leadership in ways which are congruent with their cultural backgrounds and assumptions than to embrace policy prescriptions, even when unproblematic adoption of policy might be expected, as in this centralised context. Social implications: The main social implications are that policy change is dependent on socio-cultural considerations and that reform will not be whole-hearted and secure if it is not congruent with the values of institutions such as schools, and the wider society which they serve. Originality/value: The paper is significant in exploring a popular leadership model in an unfamiliar context. Beyond its importance in Malaysia, it has wider resonance for other centralised systems which have also shown interest in distributed leadership but have been unable and/or unwilling to embrace it in the ways assumed in the literature. This leads to theoretical significance because it adds to the limited body of literature which shows that allocative distributed leadership has emerged as a device for accommodating this model within centralised contexts.

The concern about the quality of preservice preparation programs provided for new and aspiring principals in China have led to calls to evaluate current programs through participant perspectives. This paper addresses this research gap by reporting research with participants on one national training program in a Southern province of China. A mixed methods study has been conducted, including survey and interviews, to provide both quantitative and qualitative data. Documentary analysis, including relevant policies and program information, were also included as supplementary resources. The findings show that the program offered a wide- ranging learning spectrum for participants, including comprehensive knowledge construction and a variety of training approaches. It was, however, criticized by the participants for its limited attention to practice-based knowledge and skills, leading to modest engagement and motivation during the learning process and impact on practice. It is proposed that policy makers and researchers may need to develop a more comprehensive and longitudinal evaluation system, that includes participant feedback, to develop and improve existing school leadership preservice- preparation programs. [ABSTRACT FROM AUTHOR]

There is increasing recognition that effective leadership and management are vital if schools are to be successful in providing good learning opportunities for students, and emerging evidence that high quality leadership makes a significant difference to school improvement and learning outcomes. However, in many countries, including South Africa, a teaching qualification and teaching experience are the only requirements for school principals. In the 21st century, there is a growing realisation that headship is a specialist occupation that requires specific preparation. In 2007, the former South African Department of Education introduced a new threshold qualification for aspiring school principals as part of its wider strategy to improve educational standards. The course, badged as an Advanced Certificate in Education: School Leadership (ACE), was piloted in six provinces from 2007-2009. This paper reports the main findings from the evaluation of the pilot ACE programme and links them to the South African and international literature on leadership development.

This article will examine different international approaches to leadership preparation and induction, linked to concepts of socialization and identity. Although leadership is widely understood to be the second most important factor influencing student outcomes, principal preparation is neglected in many countries. A teaching qualification and teaching experience are often considered to be sufficient attributes for new principals. The article will argue that being a principal is a different role from classroom teaching and requires specific preparation. This involves three phases of socialization. First, aspiring leaders require professional socialization, preparing to become a principal. Second, they need to change their identity, from teacher to principal -- a process of personal socialization. Third, they need a period of organizational socialization, learning to lead in a specific school. The article will draw on international research and literature to consider the experience of new principals in different settings. It will also examine examples of preparation and induction in several settings to establish what works effectively and in what contexts. It will also consider the role of mentoring in successful principal preparation and induction, bearing in mind the need for induction to be an extended process, not a 'one-off' event. The article will conclude with a model for leadership preparation and induction, which could be applied in many places, subject to careful adaptation to fit the local culture and context.

Purpose: The purpose of this paper is to provide a systematic review of the Malaysian literature on three prominent leadership models (instructional, distributed and transformational), linked to a major educational reform initiative captured in the Ministry of Education's Malaysia Education Blueprint (MEB). Design/methodology/approach: The approach is a systematic review of all relevant Malaysian literature, in English and Bahasa Malaysia, on instructional, distributed and transformational leadership and alternative terms linked to these models. Findings: The findings show that there is an emerging literature on these leadership models and their prevalence in Malaysian schools but that they have been interpreted in ways that are distinctive to the highly centralised Malaysian context. For example, instructional leadership is prescribed, so there is some evidence of its practice, notably in respect of monitoring. Similarly, distributed leadership is allocative, rather than emergent, as suggested in western literature. Research limitations/implications: The findings show that, while research on these models is emerging, much more research is required to establish whether and how leadership practice in Malaysia differs from that outlined in the normative western literature. Practical implications: There is emerging evidence to suggest that instructional and distributed leadership, if enacted carefully, can have a positive impact on student outcomes. Social implications: The leadership models were developed in western, mainly decentralised, contexts, and there are clear implications for how such models might apply in highly centralised cultures, such as that prevailing in Malaysia. Originality/value: This is believed to be the first systematic review of the Malaysian literature on school leadership models, linked to the MEB. It is also distinctive in including both English language and Bahasa Malaysia sources.

There is great interest in educational leadership in the early part of the 21st century because of the widespread belief that the quality of leadership makes a significant difference to school and student outcomes. There is also increasing recognition that schools require effective leaders and managers if they are to provide the best possible education or their learners. Schools need trained and committed teachers but they, in turn, need the leadership of highly effective principals and support from other senior and middle managers. While the need for effective leaders is widely acknowledged, there is much less certainty about which leadership behaviours are most likely to produce favourable outcomes. I examine the theoretical underpinnings for the field of educational leadership and management, assess different leadership models, and discuss the evidence of their relative effectiveness in developing successful schools.

Educational management is a field of study and practice concerned with the operation of educational organizations. The present author has argued consistently (Bush, 1986; Bush, 1995; Bush, 1999; Bush, 2003) that educational management has to be centrally concerned with the purpose or aims of education. These purposes or goals provide the crucial sense of direction to underpin the management of educational institutions. Unless this link between purpose and management is clear and close, there is a danger of "managerialism ... a stress on procedures at the expense of educational purpose and values" (Bush, 1999, p. 240). "Management possesses no super-ordinate goals or values of its own. The pursuit of efficiency may be the mission statement of management--but this is efficiency in the achievement of objectives which others define" (Newman & Clarke, 1994, p. 29).

In seeking to improve student outcomes, governments may choose to exercise direct control over schools, as in many centralised systems, or to provide frameworks for intermediate bodies to engage in improvement activities. One such body is the National College for School Leadership (NCSL), now the National College for Teaching and Leadership (NCTL) in England. The Department of Education of the South African province of Gauteng (GDE) has also chosen to implement its school improvement programmes partly through two specialist units, the Sci-Bono Discovery Centre, which focuses on maths, science and technology (MST), and the Matthew Goniwe School of Leadership and Governance (MGSLG), which specialises in school leadership, management, governance and teacher development. The purpose of this article is to report on an evaluation of the work of these two bodies, commissioned by the GDE as part of its 20th anniversary commemorations, through an analysis of relevant documents and interviews with 11 key actors in the operation of these specialist bodies. The article adopts loose coupling as its theoretical framework.

This paper examines middle leadership of the heads of English, maths and science departments in four international secondary schools in Malaysia. It focuses on their roles, responsibilities, role relationships, instructional engagement and leadership involvement within the theoretical framework of instructional, distributed and teacher leadership. The study is a qualitative multi-method case study, involving observation, documentary analysis, and semi-structured interviews with 12 heads of department, 36 teachers, and four principals. With respect to the middle leaders' roles and responsibilities, the findings illustrate cross-school and in-school differential developments, with contextual factors contributing to uneasy role relationships. The results also show that, while broad-based leadership opportunities are limited for the middle leaders and teachers, the most powerful and common feature of all these international schools is the centrality of teaching and learning.

Purpose: The purpose of this paper is to provide a systematic review of the literature on school leadership and management in South Africa, linked to the 20th anniversary of democratic government and integrated education. Design/Methodology/Approach: The authors conducted a systematic review of all published work since 2007 with a more selective review of sources before 2007. Findings: The findings show emerging evidence about the development of school leadership and management in South Africa but they also highlight on-going challenges, including poor learner outcomes, conflict with teacher unions, uneasy relationships between principals and school governing bodies, and leadership which remains focused on administration rather than teaching and learning. Research Limitations/Implications: The findings show that research on school leadership and management is developing but remains limited in terms of its scope and a reliance on small-scale unfunded projects. Practical/Implications: The findings confirm the need for specialist leadership training for current and aspiring principals and for other senior and middle leaders. Social/Implications: The findings show that South Africa remains a divided society with great differences in the quality of education available to learners, based on social class rather than race. Originality/Value: The paper's value lies in the comprehensive and systematic review of research on school leadership.

Purpose: The purpose of this paper is to examine instructional leadership (IL) in outstanding secondary schools within a centralised (Greece) and a partially decentralised (England) education context. Design/methodology/approach: Since the purpose of the study is exploratory, the researchers adopt a qualitative approach, employing a series of four qualitative case studies with the purpose of examining the impact of IL on student learning, teachers' professional growth and school improvement, using the interpretivist paradigm. Semi-structured interviews with various data sets (stakeholders) within and outside the school, observation of leadership practices and meetings, and scrutiny of relevant macro and micro policy documents are employed to enhance methodological and respondent triangulation. Findings: Recognising that IL is not confined to the principals' leadership domain, a sense of shared and distributed leadership prevails in schools, while its implementation is inevitably linked to system constraints. The findings from the Greek schools link to the official expectations that principals operate as administrative rather than instructional leaders, while an unofficial instructional "teacher leadership" culture suggests potential for reconsidering leadership in Greek state schools. In contrast, the decentralisation of school activities creates the platform for the emergence of shared and distributed leadership within the English context, where school actors enact direct and indirect IL roles. Originality/value: This cross-country comparative study demonstrates theoretical significance in its focus on the collaborative and reciprocal nature of IL, while its empirical contribution lies in generating new knowledge on how IL is contextually bounded.

The literature shows that leadership is the second most important factor influencing school and learner outcomes, including levels of literacy and numeracy, school leaving examination results, and progression to secondary and higher education. This article focuses on school leadership in West Africa, drawing on a systematic review of the academic and "grey" literature, commissioned by UNESCO. The aim of the desk research was to ascertain the state of school leadership at all levels. The study shows that no West African countries provide specific preparation for school principals. It also shows that the predominant leadership style is managerial, with accountability to the hierarchy, within and beyond the school. The article concludes that specific development programmes should be provided for current and aspiring principals.