Educational leadership focused on the technical and bureaucratic functions of the school, and greater emphasis was placed on vertical structures. The study recommends that principals should align with the values of the country's constitution, taking into account democracy, equality, human dignity, freedom and justice. One of the most important findings from the research at the schools studied was that there was understanding.
This inaugurated a major restructuring of nineteen former apartheid education departments into a national education system, divided into nine provincial education departments. In the past, the principal's job was mainly to keep the school running, which was of limited complexity. This study is concerned with the transformation of city schools into learning organizations and the challenges it presents for leadership and management.
This chapter will also present the rationale for the study, statement of the problem, research objectives and questions, significance of the study, definition of key terms, literature review, theoretical framework, limitations of the study and the organization of the study. presented and discussed towards the end. The statement of the problem of this study is to establish challenges related to leadership and management in the transformation of township schools into learning organizations.
Research aims and questions 4
Education management was established in 1996 by the new democratic government to report on change in management to manage change in management. That is, the new approach to educational management development depends on the following elements: planning according to a value-driven mission, managing through participation and drawing. at other levels of the support system (Department of Education, 1996). The focus of this research is on understanding the role and challenges in transforming township schools into learning organizations. What are the leadership and management challenges associated with transforming schools into learning organizations?
Significance of the study 5
Township schools 6
While there are pockets of excellence, the city's schools are generally characterized by poverty, violence and a weak culture of teaching and learning.
Instructional leadership 6
Transformational leadership 7
The learning organisation 7
Similar to Senge, Moloi believes that learning organizations ensure that organizational members learn from experience, develop continuous improvement programs, use systematic problem-solving techniques, and transfer knowledge quickly and efficiently throughout the organization through formal training programs related to implementation.
Leadership 8
Management 9
This research provides a broad discussion of the concepts of leadership and management approaches with specific reference to transformational leadership. To achieve this, fictitious names will be used to represent the real names of the participants (Maree, 2007). Schools have gained greater autonomy and are therefore expected to be self-managed in the day-to-day management of school affairs.
Leadership and management at all levels of the school is judged by its impact on the quality and standards of the school. They have the ability to articulate a vision of the future they will build together (Shamir, 1993). The renaissance or renaissance of education in the last decade has changed the role of the principal.
They are aware of personal strength and weakness and have a strong belief in the success of the organization. Researchers in this paradigm use qualitative methods to assess participants' perceptions. Participatory emancipatory researchers believe that it is essential to involve participants in planning, conducting, analyzing, interpreting and using research (Mertens, 1998).
Furthermore, the researcher will try to understand the phenomena through the eyes of the participants. According to Leedy and Ormrod (2001, p.158) one of the advantages of observation is to be flexible. No research should be presented without some discussion of the ethical considerations that apply to the study.
To achieve this, fictitious names will be used to represent the participants' real names (Maree, 2007). In addition, the researcher wanted to ensure that the respondents' voices were not lost. The incidents and quotes discussed above show that there is inclusiveness in the leadership and management of the school's day-to-day activities.
The compiled schedule did not contain important content that, in the researcher's opinion, needed to be reviewed. The findings show that most participants understand the concept of a learning organization. Therefore, the role of a leader is to share his vision and lead by example.
In transforming the school to become a learning organization, the role of leadership and management is to influence educators to achieve the goals of the organization.
Introduction 82
Summary 82
The transformational leader adopts a consultative 'listening' style, is decisive but not dictatorial, has an open door policy, is open to new ideas and suggestions, is approachable and easily accessible to all staff members. This chapter also discusses conceptual and theoretical frameworks that shed some light on the problem under investigation. This chapter describes the methods that were used to explore teachers' understanding of the role of leadership and management in transforming schools into learning organizations.
This chapter presents the voices of school maintenance courses based on their experiences and practices regarding the role of leadership and management in transforming schools into learning organizations. The overall findings reveal that most SMTs and principals share a similar understanding of transformational leadership. Such relationships would make staff members feel more fulfilled and the school would strive for greater school effectiveness and school improvement through a harmonious and reciprocal relationship between the leader and staff.
This transformative leadership style will empower all principals to lead and lead without compromising integrity.
Recommendations 85
Organizational learning: a review of the literature with implications for the HR professionals, Human Resource Development Quartely, Spring What is a "professional learning community?" Educational Leadership, pp. This study aims to examine the role of leadership and management in the transformation of schools to become learning organizations. I also hope to interview academic members of the two secondary schools who are two heads of department, one deputy head and one.
Interviews with participants will be conducted for approximately 30-40 minutes at a time convenient for them and each interview will be recorded. Responses will be treated confidentially and pseudonyms will be used instead of real names. Participants will be contacted early for interviews and they have been purposefully selected to participate in this study.
Participants will be interviewed for about 30-40 minutes at a time and place convenient for them. There will be no financial benefits that participants may gain as a result of their participation in this research project. Participant's full name) confirm here that I have been informed about the nature, purpose and procedures of the study: An exploration of the causes of school dropout in selected secondary schools in Kwa-Zulu Natal.
What is the role of leadership and management in the transformation of a school to become a learning organisation. 3 What is the role of leadership and management in the transformation of a school to become a learning organisation. Extensive notes will be taken on matters related to the transformation of schools to become learning organizations.
In addition, a learning organization has certain characteristics that can be observed, and by recording the points, the researcher will be able to gather information more quickly than if he had to do participatory observation.
