Faculty of Education - Theses
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ItemManagers perceptions of workplace learning( 1999)This thesis sets outs the post-industrial organisation as the learning context in which the manager manages. By highlighting the set of skills that is required of the post-industrial manager it then examines how the manager learns these in the course of daily work. This was achieved by conducting interviews with a limited range of managers who are employed by the same retailing company but work across two store locations. What is apparent is that the successful manager needs to be able to respond to the emotionality of the workplace by having well honed 'people' skills of which communicability is uppermost. It was found that the 'people' skills were not only the hardest to learn but also contributed to the definition of the successful manager. The thesis also establishes that managers learn to manage in and through the workplace experiences of managing thereby supporting the contention that learning is fundamentally a socialisation process which occurs within a specific context and, within that, the most meaningful individual learning is, indeed, experiential. Learning to manage is very much about dealing with 'people' issues and, in this respect, the experiences of trial and error, then reflection, are the manager's teacher.
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ItemCompassionate leadership in schools( 1997)This thesis explores two concepts - compassion and leadership - and their relationship to success in suburban schools of an Australian city. Compassion is a concept - an over-arching value - that is, for most people, not immediately associated with leadership. Compassion involves more than sentimental pity for another. It also involves passionate action directed towards the relief of suffering by another. Increasingly, leadership of many organisations is being seen in far more complex terms than personality or a particular situation. The important role that the values an individual brings to their organisation, and the connection of those values to success, is emerging. Compassion is a key value that is thought to be underpinning much successful leadership. The literature underpinning both compassion and leadership are reviewed. The purpose of this study is to find out what it is that principals do in exercising compassion in schools, how that compassion affects success in the school and what life influences may have caused a principal to develop compassion. Compassionate leadership by principals is studied through the development of a model which connects eleven elements of compassion - celebrative, passionately active, justice-making, benevolently loving, creative, non-elitist, networking, transpersonal, pain relieving, transcendent and fun-filled - with the four leadership frames of Bolman and Deal (1991) - the structural, human resource, political and symbolic. A questionnaire developed from this framework provides a quantitative method to find out about compassionate leadership, in particular, how those compassion elements are influenced by the four leadership frames. This quantitative approach augments a qualitative approach which involved eighteen in-depth, semi-structured interviews concerning compassion on the part of the principal during a critical incident in the life of the school. The qualitative approach of Miles and Huberman (1994) is used to better understand the interview transcripts. The quantitative and qualitative data are then synthesised. The compassionate leadership model suggested has strong statistical support that shows the relative contribution of each leadership frame to each compassion element. For example, it is shown that the celebrative element of compassion is contributed to most by the symbolic and political leadership frames and that two of the principals in the study showed clear evidence of acting in both political and symbolic ways when celebrating the lives of dead students. This may be helpful in guiding leaders to improve their compassionate stance. The relative contribution of each element in the model to compassion is suggested, with the four most important compassion elements identified as: transpersonal, pain relieving, passionately active and benevolently loving. Success in each of the schools studied is shown to have been influenced by compassionate action on the part of the principal and a number of compassion-developing influences in the lives of the principals studied are identified, such as key adults, early personal struggle and service to others at an early age. It is recommended that the compassionate leadership model be used by leaders, in conjunction with context-rich qualitative data for specific individuals, to reflect upon, and self-appraise, their own behaviour. The model can also be used as part of course work preparation of potential leaders. Recommendations for future studies include seeking student views on compassionate leadership, investigating gender differences more closely, and finding out about compassionate leadership in other cultural contexts.
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ItemFlexible leader behaviour and change management( 1999)This thesis examines the relationship between flexible leader behaviour and effective and efficient management of change at a middle level within a public sector organisation. The organisation provides programs to assist the English as a Second Language educational and vocational needs of its clients. Three major areas of recent successful change management were identified: tenders, new program provision, and audits as part of a quality assurance system. These three areas provided the context in which leader behaviour, what the middle managers actually did, was examined. The setting was four separate metropolitan centres. Twenty-eight subjects participated, seven from each centre. Theories were developed from the relevant literature about the properties of flexible leader behaviour and factors that promote it. These culminated in the design of a theoretical framework. Its purpose was to illustrate the interrelatedness and interdependence of many of the themes and factors associated with demonstrated flexible behaviour.. Three research questions guided the study. Various data collection modes were used to establish consensus for terms used and to explore leader behaviour. Analysis of the data demonstrated that the use of a Conceptual Framework Grid was appropriate and provided a second dimension in analysis, aligning behaviour with performance outcomes. The findings produced evidence of collaborative leadership in an organisation the culture of which values access and equity for all. However, no causal link was established between behaviour and performance outcomes that would hold for every occasion. Rather, it was found that clusters of factors specific to that organisation enhanced performance outcomes. Intrinsic to these factors was a predisposition for tolerant, empathetic, responsive leader behaviour that was focused on needs. The study illuminated good practice at a level that is becoming increasingly important for management in Australia.
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ItemCollaborative leadership in inner city schools of Melbourne( 1994)This thesis examines leadership and its links to success in inner city schools of Melbourne, reflecting the view that the role of leaders and the process of leadership are significant contributing factors in the achievement of successful school improvement. In Victoria at the present time there is relentless change at both the school and system level. Schools are in a constant state of reorganisation with the dismantling of centralised authorities, including support services and standard operational procedures and processes. Roles and responsibilities of school principals are being revised. Many schools are being closed down as part of the government's rationalisation policy. Others are being amalgamated. Many members of staff are being required to transfer to different schools, whilst others are taking financial "packages" and early retirement. Moreover, inner city schools are confronted with further responsibilities. Students in these schools often come from low socio-economic, non-English speaking backgrounds and have special social welfare and educational needs. Staffing arrangements must serve the specific needs of transient migrant groups and innovative curriculum provision is a necessity to target the requirements of an inner city clientele. Clearly, then, skilful and imaginative leadership is imperative to cope with such a context and to bring about success. The purpose of the investigation is to establish what it is that leaders do in these schools to achieve success and school improvement, despite the prevailing difficulties. The focus is on the notion of collaborative leadership, developed and defined in this thesis as one which is transformational and encompasses distinctive elements of collaboration. Collaborative leadership is interpreted and analysed through the four central frames of leadership - structural, human resource, political and symbolic - of the Bolman and Deal (1991) typology. A qualitative approach was seen as an appropriate means of investigation, firstly, in order to provide full descriptions and explanations of the primary data and, secondly, to capture the critical features of what it was that leaders did in their daily practice to bring success to their schools. The qualitative approach described by Miles and Huberman (1984) incorporating data reduction, data display and data collection and conclusions drawing/verifying, was adopted. The findings clearly indicate that specific collaborative leader behaviour, using a repertoire of structural, human resource, political and symbolic dimensions, can lead to success in schools. Leaders used structural arrangements to establish democratic procedures which were inclusive rather than exclusive, seeing the operation of the school as a collective responsibility of teachers, parents, and, where appropriate, students. Human resource elements brought mutual respect, as well as professional and community cooperation and support. Political leadership behaviour centred around empowerment, open and frank discussion, and a striving for consensus. Symbolic dimensions contained the beliefs, values, attitudes and norms of behaviour of leaders, denoting and directing fundamental purposes and processes. In addition, the researcher has extended these findings into hypothesised causal links, which when synthesised, offer four distinctive factors as fundamental to a fully functioning collaborative culture, namely, development of educational potential, professional development of teachers, good organisational health and institutionalisation of vision. This thesis contains no material which has been accepted for the award of any other degree or graduate diploma in any tertiary institution and, to the best of my knowledge and belief, contains no material previously published or written by any other person, except where reference is made in the text.
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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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ItemVision and the work life of nursing educational leaders( 1992)The purpose of this study was to examine the visions and work life of twelve nursing educational leaders. The notion of vision and leadership are closely associated. The concept that leaders are guided by a vision of a preferred future is widely accepted. The questions that this study addressed were: What does vision mean in the work life of nursing educators? Do all nursing leaders have a vision? If they do, how do their visions emerge? What impact, if any, does vision have on the careers of the nursing educational leaders? The qualitative method of research was used and data were gathered by interviewing twelve nursing educational leaders from the city of Melbourne and the towns of Geelong and Frankston. The group represented a variety of roles, types of school and gender. The data were analysed according to the above questions and connections were drawn between these twelve nursing educational leaders and their work lives. It was found that all nursing educational leaders had visions that were universal and organisational in nature. Although three of the leaders stated that they did not have a vision, it was obvious from their goals that they were committed to an image of a preferred future for nursing education. A vision that all these leaders aspired to was tertiary education for all nurses. With regards to the impact of vision on their careers, five of the twelve leaders believed that the position increased their ability to achieve their visions. Five believed it was other things, and two claimed that the position did not help them to achieve their visions. All of the nursing educational leaders had diverse career paths and were all committed to further education. The assumption of a formal role in education was important for seven of the twelve nursing educational leaders, whereas four of the participants were undecided and one disagreed. An interesting aspect of this study was that most saw the formal role as teaching within a classroom. Their visions did affect the working life of these twelve nursing educational leaders and although providing them with a sense of purpose, they also presented them with a struggle!
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ItemLeadership frames and principals' learning( 1995)This thesis forms part of the Review of the Schools of the Future "Leading Victoria's Schools of the Future" undertaken by the University of Melbourne - Institute of Education, in conjunction with the Directorate of School Education and Principal Associations. The Schools of the Future program was initiated by the newly elected Victorian Liberal Government in 1993. It involves the devolution of authority and responsibility to the local school level and a decrease in the central role of the DSE. The scope of change has required a staged introduction process and extensive professional development activities. The implementation process has resulted in 500 schools joining the SOTF program every six months with the process being completed by the end of 1995. This thesis was designed to provide a review of the professional development activities associated with the implementation of the SOTF program. It uses the Bolman and Deal (1991) framework of organisational theory, as adapted by Cheng (1993) to analyse the leadership orientations of principals and their past, present and future professional development needs. The framework provides five areas - structural, human resource, symbolic, political and Sergiovanni's (1984) educational frames. Both a quantitative and qualitative methodology was used. A survey was sent to eighty principals randomly selected from Intake Three of SOTF. The results to the survey provided the frame orientations of principals as well as data on the four most significant professional development activities undertaken in the last five years. An analysis of the data provided information which enabled the selection of two principals for interviewing at the Intake and Implementation stage of the SOTF program. The data are reported as survey and interview results. The qualitative work - based on Miles and Huberman (1984) relied on data reduction, data display, data collection, involving counting and noting patterns and themes, and conclusions drawing and verification methods. The findings clearly indicate that principals of SOTF have strong human resource and educational frames. However, there is need to provide professional development activities in the symbolic and political frame areas as these frames are strong indicators of leader effectiveness but are the least preferred frames by principals. The principals found that the collegiate group provided significant support during the charter writing stage and in some instances, beyond. Professional development activities need to be provided during the implementation stage of the SOTF program. The data suggests that there is an urgent need for the DSE to present a strategic plan of the direction of education and to slow down the rate of change so that schools at the local level can address their needs.
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ItemWe don't need another hero!: an action research study into effective leadership development in adults within a non-profit organisation( 1999)This research is a qualitative action research study to establish a framework for more effective development of leadership within adults in a non-profit organisation. It is focused upon a Leadership Community from a local parish within the Uniting Church in Australia. An initial Leadership Framework (developed from the previous experience of the researcher and from relevant scholarship) was established and as a guide for the development of leadership, in fieldwork amongst the Leadership Community. The insights and learnings from the fieldwork were then applied to re-conceptualise the Framework for further use within the wider Church, beyond the confines of this research. The fieldwork consisted in the Leadership Community's participation in eleven workshops over a period of four months. In the initial workshops, a variety of conceptual and informational approaches to teaching leadership, supported by interactive activities, was offered. Reflection upon the experiences within these workshops and additional scholarship led to a change in perspective in the subsequent workshops. Where the earlier sessions were teacher-centred and concept-driven, the later approach was participant-focused and practice-embedded. Concluding reflections and some further scholarship contributed to the reconceptualised Leadership Framework, where the notion of communities of practice became significant, as did the related notion of participation pathways and leadership identity pathways. The study therefore establishes the significance of the community learning approach, in which, the capacities of the participants are developed along with particular aspects of leadership, all embedded within the local practice of the participants. The once-lauded approach to leadership as the domain of the 'hero' is challenged by the exploration of the development of a density of 'participative' leadership practice, in which all members of a community can find legitimate leadership participation.
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ItemA regional and metropolitan comparative study of staff leadership development: implications for multiple leadership of projects( 1998)Leadership is a common term and is not bound to any one particular context or situation (Duke: 1998). Why is it then that something so common is so difficult to encapsulate and then translate to others? Leadership is almost a 'given'. We can identify leadership when we see 'it' in action and we can describe leadership as a composite of qualities and characteristics. However, describing and apportioning the precise qualities and characteristics of an effective leader - in the hope that the recipe for 'it' or effective leadership can be passed on - is difficult. What appears to be consistent in the literature about effective leadership is that it will involve, as Wright (1996) describes, "interaction, either direct or indirect, between people" (230). While the influence of formal position has been extensively researched and written about (Campbell-Evans & Begley: 1996, Drucker: 1996, Kets De Vries: 1995, Bolman & Deal: 1991), "the interaction of role and gender adds yet another dynamic" (Mertz & McNeely: 1998: 213). This study investigates staff leadership development, with a particular focus on women, at a school level, within the Victorian Government's drug reform strategy, Turning the Tide. The aim is to surface particular understandings and practices of what the women within the study believe to be important characteristics, qualities and practices of effective leadership. The major questions addressed by the study were: - How may leadership development for school personnel charged with the responsibility of project leadership be characterised and improved? - Are there any differences that relate to gender? - How are vocational development materials used in staff project leadership development? - How may knowledge be incorporated from people other than those in formal positions of power in schools?
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ItemThe possibility of democratic leadership: towards a naturalistic conception( 1994)Despite its long history, the phenomenon of leadership remains a theoretical enigma. Its vague, ambiguous, perplexing, and paradoxical nature is generally believed to be the main reason for this. Consequently, along with current perceptions of crisis in our institutions, a parallel sense of crisis also infects the domain of leadership theory. In spite of this general sense of malaise, there nevertheless appears to be a new sense of conviction and confidence in some quarters of contemporary or neoteric thinking on the subject. This is due in part to the incorporation of ideas and concepts that derive from an earlier, but significant, theoretical contribution to leadership studies made by the political theorist James MacGregor Burns, whose psychological conceptualisation of transformational leadership overhauled many traditional assumptions about the phenomenon. In particular, his formulation emphasises the moral and educative nature of the relationship between leaders and followers, which Burns believes is also consistent with contemporary democratic norms. However, critical examination of Burns' account uncovers a number of philosophical and technical difficulties with some of his central claims, including those upholding the theory's democratic credentials. Many of these problems occur because Burns derives some of his key concepts from assumptions and preconceptions about the nature of human motivations and values from influential theories in Humanistic Psychology, which under the weight of critical scrutiny are also found to be wanting. Since some of the most prominent contemporary conceptualisations of leadership in education look to Burns' theory as a source of ideas - for example, Caldwell and Spinks (1992), and Hodgkinson (1991) - similar problems are manifested in these formulations too. Because the notion of leadership is itself so problematic, the argument here is that the quest for a democratic conceptualisation has to begin not with conventional assumptions about the democratic process or the human condition generally, but with a thoroughly scientific understanding of the phenomenon instead. Hence, in pursuit of this end, a naturalistic-coherentist approach to knowledge is adopted, which requires that any account of the leadership phenomenon must be consistent with established knowledge derived from our best existing natural sciences. Implicit in this argument is the belief that by drawing on such knowledge, a better theoretical explanation and understanding of the phenomenon is rendered. The conceptual understanding that arises from this approach generates a representation of the leadership phenomenon that is quite different from anything offered in neoteric formulations. Furthermore, along with developments in social choice theory, the revisions that a scientific account forces on our comprehension of the phenomenon also points to possible means for resolving the democratic question in administrative and leadership theory.