Faculty of Education - Theses
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ItemHawthorn Leadership Assessment Centre : a case study of assessors' perceptions( 2001)The implementation of the National Association of Secondary School Principals (NASSP) Assessment Centre at Hawthorn Leadership Assessment Centre (HLAC) is a part of The University of Melbourne s post-graduate syllabus. At the completion of an assessment centre assessors were interviewed. Their perceptions indicate that H LAC is an effective professional development activity for participants and assessors alike. This finding emerged through the implementation of a semi structured interview schedule. The study also found that assessors believed a more culturally relevant model reflective of local practice be explored or incorporated into the franchised NASSP model.
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ItemIssues in the development of leadership teams in three Catholic primary schools in Victoria( 2001)Leadership teams are being implemented to support the principal and the school community to manage educational reforms and drive the school s strategic planning. The leadership team members in three Catholic primary schools in the Archdiocese of Melbourne were interviewed for the purpose of exploring the issues in the development of the leadership teams. Five themes emerged from the interviews the nature of leadership the role and function of the leadership team the importance of vision and the school development plan support structures for the leadership team and the impact of the leadership team upon the team member and the principal. As an outcome of the study a strategic framework for the development of a leadership team was designed It proposes that a leadership team. # has an educational leader with vision values and promotes shared leadership # is initiated in a collaborative culture # is ratified and supported by the principal and staff # has a defined role function expectations and procedures # is engaged in participative decision making # disseminates information to staff # works with other teams # is linked with the school s vision statement and school development plan # participates in team training and professional development # monitors its effectiveness
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ItemSuccessful school leadership in Victoria: a case study of the principal of a government secondary school( 2005)This thesis reports the findings from a case study of a successful principal in a Victorian government secondary school. The subject of this case study is VF, the Principal of BW Secondary College a school that has demonstrated success on many fronts, with most attributed to the principal's leadership and vision. She was described as making a significant difference to the learning outcomes of students in her school and also increasing the student numbers at the school. The Principal was seen to have provided a vision of `BW's Personal Best'. There were high expectations of academic rigour being part of the culture. The principal's leadership was viewed as a central part of the school, important for school survival and curriculum development. Parents acknowledged the principal's strong, energetic, collaborative leadership style and her decision making process. This assisted the principal to implement and share her vision as she had gained the community's trust. Overall, there was consensus that the school was successful for the following reasons: the high VCE (Year 12) results; the fact that staff and students felt it was a safe school; that it was well run, with an `infrastructure like a well oiled machine'; that students had a strong work ethic; that there was strong leadership from the top; that the Principal had a clear vision which was consistently reinforced; that there were high expectations of both staff and students and that all staff understood what needed to be done; and finally, that there was an agreed philosophy of where the school was going.