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Autor/inHeystek, Jan
TitelReflecting on Principals as Managers or Moulded Leaders in a Managerialistic School System
QuelleIn: South African Journal of Education, 27 (2007) 3, S.491-505 (15 Seiten)Infoseite zur Zeitschrift
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN0256-0100
SchlagwörterPrincipals; Governance; Leadership Styles; Leadership Responsibility; Leadership Role; Administrative Policy; Administrative Principles; Administrator Responsibility; Administrator Role; Neoliberalism; Elementary Secondary Education; School Administration; Foreign Countries; South Africa
AbstractI contend that South African school leaders perform their functions within a managerialistic school system that focuses strongly on prescribed standards, quality, and outcomes. The aim is to draw attention to the conceptual contradiction inherent in the labelling of the school principal as a leader rather than as a manager. In practice, school principals are expected to perform within a framework of control systems and performitivity, which are the core features of managerialism. The argument will be that the functions performed by school principals are essentially managerial rather than being true leadership functions, in spite of the practice of labelling principals as leaders. In consequence, the expected managerialistic performance of principals inevitably has specific implications for the training of educational leaders. The training is therefore characterised as leadership moulding rather than leadership training. (As Provided).
AnmerkungenEducation Association of South Africa. University of Pretoria, Centre for the Study of Resilience, Level 3, Groenkloof Student Centre, Department of Educational Psychology, Faculty of Education, George Storrar Road and Lleyds Street, Pretoria 0001, South Africa. Tel: +27-12-420-5798; Fax: +27-12-420-5511; Web site: http://www.sajournalofeducation.co.za/index.php/saje/index
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2020/1/01
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