scholarly journals Evaluation of Assistant Principal Roles and Jobs at School in the Context of Henry Mintzberg's Managerial Roles

2020 ◽  
Vol 15 (3) ◽  
pp. 372-393
Author(s):  
Abdullah Balıkçı ◽  
Keyword(s):  
Assistant Principal ◽  
Managerial Roles ◽  
Principal Roles

Managerial Roles and Behaviour Components Measures

1992 ◽  
Author(s):  
Jay A. Conger ◽  
Rabindra N. Kanungo
Keyword(s):  
Managerial Roles

Assistant principal leadership development: a narrative capture study

2014 ◽  
Vol 52 (2) ◽  
pp. 173-192 ◽  
Author(s):  
Lisa Petrides ◽  
Cynthia Jimes ◽  
Anastasia Karaglani
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
Principal Leadership ◽  
Assistant Principals ◽  
Teaching And Learning ◽  
Assistant Principal ◽  
Leadership Roles ◽  
Content Type ◽  
Leadership Challenges ◽  
Teacher Professional

Purpose – The purpose of this paper is to contribute to the knowledge base on the ways in which assistant principals view their roles, and on the potential challenges involved in a distributed leadership model. Design/methodology/approach – The study employed a narrative capture method, in which assistant principals from two large urban school districts were asked to relate and self-interpret two leadership stories through a web-based narrative capture form. A total of 90 stories were collected from 45 assistant principals. Participants rated their stories based on a set of leadership indicators (including method of decision making and type of teacher interaction present in the story, among others); the results were analyzed statistically. Findings – Overall, participants tended to view their roles in terms of instructionally focussed leadership. However, leadership challenges emerged in several areas of leadership practice, including operational management and teacher professional development (PD). Demographic factors were found to influence leadership perceptions and practices. Research limitations/implications – This study begins to fill the empirical gap on assistant principal leadership roles, practices, and perceptions. Further research, using other methods (e.g. observation), is needed to collect evidence of in situ leadership practices of assistant principals, and how those practices impact and relate to school objectives for teaching and learning. Practical implications – The study sheds light on the leadership development needs of assistant principals and on the importance of ongoing, tailored PD, based on factors including where leaders are in their careers and how they envision their roles. Originality/value – This paper contributes to nascent scholarship regarding assistant principal school leadership.

The Effects of Environment and Technology on Managerial Roles

1994 ◽  
Vol 20 (3) ◽  
pp. 581-604 ◽  
Author(s):  
Barrie Gibbs
Keyword(s):  
Future Research ◽  
Environmental Complexity ◽  
Managerial Work ◽  
Two Samples ◽  
Managerial Roles

Two samples of managers are used to demonstrate that environmental and technological variables affect the frequency of managerial roles as defined by Mint&erg (1973). Environmental complexity increases the frequency of informational roles while complexity and dynamism increase the frequency of decisional roles. The interpersonal roles are predicted by an interaction between complexity and dynamism. Overall routineness decreases the frequency of all roles. The presence of rules increases the frequency of decisional and interpersonal roles. The findings suggest that environmental dimensions and technology need to be taken into account in future research and future theories of managerial work.

scholarly journals Global decentralization policies for education and Tanzanian primary school principals’ responses

2014 ◽  
Vol 9 (1) ◽  
Author(s):  
Grace Rwiza
Keyword(s):  
Social Relations ◽  
Primary Schools ◽  
School Principals ◽  
Primary School Principals ◽  
Political Discourse Analysis ◽  
Core Function ◽  
Managerial Roles ◽  
The Individual ◽  
Modes Of Governance

Blackmore and Sachs’ (2007) opinion that “educational reform needs to be seen within a broader context of restructuring in economic and social relations among the individual, the state and new modes of governance” (p. 1) is relevant for expressing the essence and influence of the global decentralization policies in Tanzania and elsewhere. The 1995 decentralization of the management of primary schools in Tanzania was the outcome of the World Bank’s policies and the International Monetary Fund’s conditions following the economic instabilities of the 1980s. Assuming that public systems are inefficient, autonomy in decision-making and competition are seen as means of achieving high quality and efficiency (Bonal, 2002; Carnoy, 1995; Martinez & Garcia, 1996). The need for autonomy, external accountability and competition has created new managerial roles for school principals even though their core function is to lead instruction (Lingard & Christie, 2003; Reitzug, West, & Roma, 2008; Stewart, 2006). This study explores how principals in Tanzania are harmonizing these roles and is informed by political discourse analysis and decolonizing theories (Abdi & Shultz, 2012; Blackmore & Sachs, 2007; Dimmock & Walker, 2005; Fairclough & Fairclough, 2012; Nyerere, 1968; Wagenaar, 2011). Qualitative interpretive case study is also used to analyze the principals’ experiences. The implementation of a borrowed culture in new contexts creates tensions; thus, the adoption of new roles in the context of decentralization creates conflicts and imbalances. Given that education is a public good, educational policies should be decolonized and separated from market influences.

scholarly journals Implementasi Peran Manajerial Kepala Sekolah di Tk Fastrack Fun School dan Tk Rumah Citta

Media Wisata ◽  
2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Tri Nugroho
Keyword(s):  
Data Analysis ◽  
School Personnel ◽  
Qualitative Approach ◽  
School Program ◽  
Job Descriptions ◽  
Managerial Roles ◽  
School Programs

The Implementation of The Managerial Roles of The principals of Fastrack Fun School and Rumah Citta Kindergarten.The aim of this research is to reveal the implementation of the managerial roles of the principals of Fastrack Fun School and Rumah Citta kindergarten in (1) school programs, (2) school potentials, (3) activating school personnel and (4) school personnel work accomplishment. This research used the qualitative approach. The subjects consist of principals, teachers and employees. The data were collected through observations, interviews and documents. The data analysis used a triangulation methodology. In this research, the interview with the principals was triangulated with the result of the interview with the teachers and employees. The result of this research reveals that the principal of Fastrack Fun School and Rumah Citta Kindergarten plan the school program, including the Sentra and renstop involving teachers and employees. The principals organize the staff in which they can work in their field and potentials, so they can work without overlapping activities, and with specific job descriptions and good coordination so they can achieve the school goals. The principals activate commanding the employees by advising and directing intensively regularly in order to make them work correctly according to the goals. These principals evaluate and conduct the employees in order to make them work and achieve their goals.

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