Faculty of Education - Theses
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ItemReporting on school performance in Victoria, an international perspective and implications for school leadership( 1996)Social, economic, cultural and political trends can change in nature and importance over time and influence government schools systems. The degree of precision and the style with which the Chief Executive Officer (CEO) of a government school system monitors school performance varies over time and can be inconsistent with that which has been used by his predecessor. The government school systems of England and Victoria are examples of school systems that appear to have experienced similar stages of development and have shared similar social, economic, cultural and political trends. These changes have produced inconsistencies for schools in those systems over time. Employees within government school systems are required to respond quickly to changes in their roles and responsibilities. Field officers who work with schools on behalf of the CEO can become a liability to the school system as ambivalence towards their role develops in schools and as technology for reporting on financial matters as well as student achievement and other aspects of school performance improves. The feelings of those employed within a school system can be a major barrier to their coping with inconsistencies brought about by change. One view is that adaptation to this inconsistency can be assisted by having access to incentives to adjust to change or by having an understanding of one's own inconsistencies. Government school system organisation as well as leaders can influence the behaviour of teachers and students and therefore, arguably, influence school performance and how it is reported. Possible changes in the cognitive activity of principals and teachers that might be influenced by feelings and associated with ambivalence, can also be connected with the concepts of transactional and transformational leadership and school system organisation. It appears that, ultimately, the continued existence of government school systems might well depend upon the extent that schools within those systems accept the authority of the CEO.
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ItemThe effects of education leadership and management on special school students quality learning( 1995)This study examines the context in which special school principals carry out their leadership and management roles. Recently, significant changes in educational policies, organisation leadership and management styles. Implementation meant changes for school Principals. A review of the relevant literature revealed that the challenges bought about has forced schools Principals and teachers to examine the organisations and structures, and to confront their own fundamental values and attitudes. The emphasis on the devolution of authority, and the pursuit of excellence and quality provisions. Principals are forced to perform a dual role. No longer being viewed as administrators, but as leaders in their own right. Special Student's opportunities are enhanced, and extended school years and the level of success is now largely determined by the quality of leadership. Educational Leadership plays a major role in how successful educational programs are when aiming for the full development of student potential. Industry links within education can assist in achieving educational goals which provide students with an understanding of the real world while also assisting principals to become effective and efficient of their organisations. Special School Principals in particular, have two roles to fulfil. They must possess the necessary managerial skills whilst demonstrating the leadership qualities to ensure the growth and development of staff and students. The opportunities to develop success orientation should be encouraged as it will reflect on the standing of school and encourage community support. This study has drawn its information from a small number of Special Schools in Melbourne. Teachers and principals completed a questionnaire by indicating the statement that best described their view of the principal. The outcome indicated that although principals viewed themselves as humanistic leaders, the teachers reveal mixed responses in their indications. The study found that some principals work collaboratively with their staff, some prefer to dominate while others presented confusion and uncertainty in the management, and leadership and vision for the school. The study indicates a need for more relevant initial training. in service and professional development principals so that they understand the roles requested of them.