The role of leadership in shaping organisational culture in a school in Namibia.
- Authors: Nangolo, Filemon
- Date: 2016
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:2075 , http://hdl.handle.net/10962/d1021303
- Description: The purpose of this study was to investigate the role of leadership in shaping the culture of a rural combined school in Oshikoto Region, northern Namibia. This school had previously performed poorly in terms of Grade 10 examination statistics for many years. However, after the appointment of a new Principal, the academic performance of the school has improved tremendously over for the past five years. Having been a teacher, Head of Department, Deputy Principal, Principal, and later an Inspector of Education, I had long held the view that the academic performance of the school depended entirely on the type of leadership the school had. Equally, I have always been aware of the negative impact of the past segregation and the discriminatory education provided by the colonial masters in South Africa and South West Africa/Namibia. The poor education provided to South Africans and the then South West Africa /Namibia posed a serious challenge to the leadership and management of schools as the majority of Principals, if not all, were poorly and inadequately trained to provide the necessary skills needed for one to be a successful Principal. Given this background, I tried to use a case study to explore the role of leadership in shaping the culture of the organisation. Research suggests that there is a strong relationship between organisational culture and school effectiveness. This study was guided by Schein’s three levels of organisational culture namely artifacts, espoused values and basic assumptions (Schein, 1992, p. 17). From these arise the following research questions: What do artifacts (symbols, structures, procedures and policies) reveal about the school culture? What are the espoused values shaping the school culture? What basic assumptions underpin the leadership of the school culture? How does leadership contribute to the creation and maintenance of a positive organisational culture at a school? The data was collected by using three different data collection methods namely, observation, document analysis and interviewing different people who hold leadership positions in the school. These were the Principal, a Head of Department, School Board chairperson, a teacher in the school management team (SMT) and a class monitor. With regard to data analysis, I first immersed myself in the data and I developed themes that formed the basis of my discussion with my research questions in mind. The analysis revealed that leadership plays a pivotal role in shaping the culture at the case study school. However, it emerged that despite the existence of a strong culture at the case study school, as with all other organisations, there are some challenges that limit the school to realise its goal of 100 % A-B symbols in all subjects.
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- Authors: Nangolo, Filemon
- Date: 2016
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:2075 , http://hdl.handle.net/10962/d1021303
- Description: The purpose of this study was to investigate the role of leadership in shaping the culture of a rural combined school in Oshikoto Region, northern Namibia. This school had previously performed poorly in terms of Grade 10 examination statistics for many years. However, after the appointment of a new Principal, the academic performance of the school has improved tremendously over for the past five years. Having been a teacher, Head of Department, Deputy Principal, Principal, and later an Inspector of Education, I had long held the view that the academic performance of the school depended entirely on the type of leadership the school had. Equally, I have always been aware of the negative impact of the past segregation and the discriminatory education provided by the colonial masters in South Africa and South West Africa/Namibia. The poor education provided to South Africans and the then South West Africa /Namibia posed a serious challenge to the leadership and management of schools as the majority of Principals, if not all, were poorly and inadequately trained to provide the necessary skills needed for one to be a successful Principal. Given this background, I tried to use a case study to explore the role of leadership in shaping the culture of the organisation. Research suggests that there is a strong relationship between organisational culture and school effectiveness. This study was guided by Schein’s three levels of organisational culture namely artifacts, espoused values and basic assumptions (Schein, 1992, p. 17). From these arise the following research questions: What do artifacts (symbols, structures, procedures and policies) reveal about the school culture? What are the espoused values shaping the school culture? What basic assumptions underpin the leadership of the school culture? How does leadership contribute to the creation and maintenance of a positive organisational culture at a school? The data was collected by using three different data collection methods namely, observation, document analysis and interviewing different people who hold leadership positions in the school. These were the Principal, a Head of Department, School Board chairperson, a teacher in the school management team (SMT) and a class monitor. With regard to data analysis, I first immersed myself in the data and I developed themes that formed the basis of my discussion with my research questions in mind. The analysis revealed that leadership plays a pivotal role in shaping the culture at the case study school. However, it emerged that despite the existence of a strong culture at the case study school, as with all other organisations, there are some challenges that limit the school to realise its goal of 100 % A-B symbols in all subjects.
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An exploration of teacher leadership: a case study in a Namibian rural primary school
- Authors: Uiseb, Gerson
- Date: 2013
- Subjects: Educational leadership -- Namibia -- Otjozondjupa -- Case studies Education, Elementary -- Namibia -- Otjozondjupa -- Case studies School management and organization -- Namibia -- Otjozondjupa -- Case studies Educational change -- Namibia -- Case studies Education, Rural -- Namibia
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1394 , http://hdl.handle.net/10962/d1001715
- Description: The Namibian education system has undergone a policy shift from a top-down leadership practice or head-centred leadership to a more shared form of leadership in schools. Existing policy documents call for teacher participation in school level decision-making structures and processes as teachers often are involved in other activities and have been through life experiences which equip them with leadership skills. These policies clearly stipulate that school principals cannot lead and manage the schools alone, but should involve teachers and other stakeholders in leadership activities. This study explored teacher leadership in a rural primary school in the Otjozondjupa region of Namibia. The study explored the understanding of the concept teacher leadership, the practice of teacher leadership and the enhancing factors as well as barriers to teacher leadership practice. A qualitative interpretative case study was conducted. Interviews, document analysis, focus group interviews, a questionnaire and observation were employed to produce data with regard to teacher leadership practices in the case study school. The data were analysed thematically using Grant’s (2008) model of teacher leadership. Findings revealed that the concept of teacher leadership was understood as teachers leading both within and beyond the classroom. Teacher leadership was practiced across the fours zones of teacher leadership (after Grant, 2008), but to varying degrees. It could be categorized as emergent teacher leadership (after Muijs and Harris, 2005) within a formal distributed leadership framework (MacBeath, 2005). Teacher leadership in the case study school was enhanced by collaboration among staff and involvement of teachers in school level decision-making. However, barriers to teacher leadership at the case study school included holding on to power by the principal, teachers’ negative attitudes towards teacher leadership, a lack of incentives, a lack of time due to a heavy work load and a lack of professional development.
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- Authors: Uiseb, Gerson
- Date: 2013
- Subjects: Educational leadership -- Namibia -- Otjozondjupa -- Case studies Education, Elementary -- Namibia -- Otjozondjupa -- Case studies School management and organization -- Namibia -- Otjozondjupa -- Case studies Educational change -- Namibia -- Case studies Education, Rural -- Namibia
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1394 , http://hdl.handle.net/10962/d1001715
- Description: The Namibian education system has undergone a policy shift from a top-down leadership practice or head-centred leadership to a more shared form of leadership in schools. Existing policy documents call for teacher participation in school level decision-making structures and processes as teachers often are involved in other activities and have been through life experiences which equip them with leadership skills. These policies clearly stipulate that school principals cannot lead and manage the schools alone, but should involve teachers and other stakeholders in leadership activities. This study explored teacher leadership in a rural primary school in the Otjozondjupa region of Namibia. The study explored the understanding of the concept teacher leadership, the practice of teacher leadership and the enhancing factors as well as barriers to teacher leadership practice. A qualitative interpretative case study was conducted. Interviews, document analysis, focus group interviews, a questionnaire and observation were employed to produce data with regard to teacher leadership practices in the case study school. The data were analysed thematically using Grant’s (2008) model of teacher leadership. Findings revealed that the concept of teacher leadership was understood as teachers leading both within and beyond the classroom. Teacher leadership was practiced across the fours zones of teacher leadership (after Grant, 2008), but to varying degrees. It could be categorized as emergent teacher leadership (after Muijs and Harris, 2005) within a formal distributed leadership framework (MacBeath, 2005). Teacher leadership in the case study school was enhanced by collaboration among staff and involvement of teachers in school level decision-making. However, barriers to teacher leadership at the case study school included holding on to power by the principal, teachers’ negative attitudes towards teacher leadership, a lack of incentives, a lack of time due to a heavy work load and a lack of professional development.
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