Faculty of Education - Theses
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ItemPrincipal expertise and problem-solving processes( 1997)This case study is an exploration of Principal expertise and problem-solving in a large, co-educational, independent school in the eastern metropolitan area of Melbourne. Cognitive science perspectives are adopted to develop the nature of expert administrative practice, in order to highlight Principals' internal mental processes and their direct relationship to Principals' practices. Four characteristics or dimensions of expertise are examined, including a strong commitment to shared goals, cognitive flexibility, the Principal's contribution to the long-term development of staff and his or her use of the capacity of the staff to obtain solutions. The literature review involves an analysis of both expert, as opposed to typical Principals, since they vary in the processes they adopt to solve problems in group settings. Fourteen themes related to Principal expertise and problem-solving emerged from the findings of this particular case study. These include vision, communication of the vision and goals to the staff and decision making. This Principal demonstrated creative, future thinking; knowledge and information gathering; delegation; cognitive flexibility; strong values, especially when problems were non-routine and challenging together with a concentration on the change process. Also, the affect or feelings, mood and self-confidence that the Principal experiences when involved in problem-solving was studied. Finally, the possible relationship between expert problem-solving and transformational leadership, followed by the desirable features of school leadership expertise training programs, were examined. The findings from this study recommend a combination of strong theoretical knowledge, practical experience together with training in the human resource area and personnel management to include sound decision making processes and effective delegation. Further research is recommended concerning both the nature of educational expertise and problems encountered by school Principals as well as the identification of features for school leadership training programs.
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ItemSuccessful leaders in successful schools: a case study of a government primary school principal in Victoria, Australia( 2006)The research examined the leadership behaviour exhibited by a principal of a successful school. It used a single case study of a successful primary school based in Victoria, Australia, using qualitative analysis involving structured open-ended interviews from the multiple perspectives of the principal, teachers, non-teaching staff, parents and students. This research ensured that teachers, other school staff, parents and students were able to comment and thus verify and add to the statements the principal made. The research continued work carried out by Day, Harris and Hadfield. It has contributed an Australian perspective to an international research project on this issue, the International Successful School Principalship Project (ISSPP). The research found it was the principal who made a major contribution to the improvement of the school. Over his tenure as principal, and through his vision, dedication and passion, the principal improved the learning outcomes for all students at his school. He not only improved the academic nature of the school but created a safe and nurturing environment that encouraged the children to want to go to school and to succeed. The research reinforced a lot of what past research has suggested is required for a leader to make an impact or improve the situation in a school. He shared and articulated a clear vision that the staff made their own. The principal, being the main leader, and through empowering others, had made important contributions to student learning. He had mastered a core set of basic leadership practices, was and made everyone accountable for their results and performance, and sought and provided constant feedback. He was a spokesman and role model and defender of social equity and fairness. The research found that most of these qualities the principal displayed appeared to stem from the character of the man - his moral and ethical stance and his commitment to the principles of equity and social justice. His leadership style had extended beyond just transformational leadership to be better described as a highly political, value-led contingency model of transformational leadership. This research contributes to identifying the characteristics and skills that are necessary to create and maintain a successful school and to informing professional development programs for current and future principals.
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ItemChange: stop it if you can: organisational defence mechanisms and change resistance in a primary school setting( 1999)The study investigates change resistance in a Victorian primary school. Interviews were conducted with teachers at various levels in the organisation and with the administrator, the principal. The purpose of the study is to seek improved understanding of change resistance by examining and mapping each individual's perspective. Argyris's writings are referred to extensively throughout the study because he has defined the essence of the challenge which confronts organisations faced with change. He notes that organisations can appear successful and profitable yet hide the true malaise underneath. He refers to this as the puzzle where: The puzzle means that buried deep in organisations is the capacity to be over protective and anti learning and to be unaware that this is the case and to do all this precisely when organisations need the opposite capacity. That is problems are tough and are also embarrassing or threatening. (Argyris, 1990, p.2) There is strong evidence from the study to support the hypothesis that people in organisations obtain a strong sense of security and surety from the culture of the organisation. In the face of threat their response is to create a culture of resistance to protect themselves from change. The study finds, that long term, meaningful change occurs when the organisation becomes a learning organisation. The learning referred to here must be of the quality which involves a change in the culture of the organisation. Argyris and Schon refer to this type of learning as deutero learning. This form of learning has the capacity to reculture the organisation toward a progressive learning organisation.