Leadership in Singapore secondary schools : A multi-case study of school principals’ influence on the process of improving student learning outcomes
Year: 2014
Type: dissertation
Abstract: This thesis investigates the contribution and influence of Singapore secondary school\nprincipals to the process of improving student learning outcomes by examining the\nphenomena at three levels:\n• perspectives of school principals on how they think they have influenced\nstudent learning outcomes in their respective schools ;\n• what they actually have done, according to their own accounts, set up or\nimplement measures in their schools in regard to improving student learning\noutcomes; and\n• how the stakeholders in their respective schools perceive what they have done\nor not done in regard to improving student learning outcomes.\nUsing the interpretivist paradigm, multi-case study approach and modified\nanalytic inductive analysis, semi-structured interviews were conducted with 66\nparticipants comprising principals, vice-principals, HODs, teachers and students.\nThe major outcome of the study is the model ‘Leadership Influence to Improving\nStudent Outcomes’ (LIISO). LIISO provides insights on the complex practices involved\nwhen secondary school principals influence the process of improving student\noutcomes. There is no single influence that impacts the way case principals exercise\ntheir leadership practices; rather it is the cumulative effects of all the relevant\ninfluences that matter. Leadership practices both influence and are influenced by\ncontext (knowledge of context of the leaders and context of organization), perception\nof leaders on their influence, social relations between leaders and the stakeholders,\npersonal dispositions of leaders and stakeholders ‘view. The model shows that\nleadership does not directly impact student learning outcomes; rather, it is mediated\nby the ways in which leadership is practiced in each context. Crucially, the degree of\nsuccess of principals’ leadership practices is dependent on five dimensions - clarity,\nconsistency, commitment, flexibility and scalability of the practices. In addition, the\nfindings suggest that leadership practice is also influenced by the personal\ndispositions of the principals, and their perception of their leadership influence.
Author: Wek Cheng Vivien Ang
Language: English
Subfield: Education
Field: Social Sciences
Domain: Social Sciences
SDG: Quality education
Open Access status: green
OpenAlex ID: W604052231