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J A A S 
Journal of Asian and African Studies 
2014, Vol. 49(3) 347­– 
© The Author(s) 2013 
Reprints and permissions...
348 Journal of Asian and African Studies 49(3) 
(Katz and Earl, 2010: 42), which then promotes a culture of school develop...
Steyn 349 
Successful principals build a vision and set clear directions that promote a sense of shared pur-pose 
for the ...
350 Journal of Asian and African Studies 49(3) 
their followers through a profound commitment that aims to benefit both th...
Steyn 351 
• The school offered far more subjects than required by the curriculum, including chess, 
music, study methods,...
352 Journal of Asian and African Studies 49(3) 
The principal’s attitude towards people: ‘Is it about people or products?’...
Steyn 353 
and reminded the staff that if it were not for the children, they would not be here’. The principal 
also expec...
354 Journal of Asian and African Studies 49(3) 
He continued to say that it is ‘definitely’ possible to improve leadership...
Steyn 355 
Every day a teacher has to come to school with a song in his heart… They excite others – those people are 
356 Journal of Asian and African Studies 49(3) 
Gurr et al., 2006: 386). As in the case of the studies of Day (2009) and R...
Steyn 357 
Valuing the growth of people: ‘Giving people the freedom to be themselves and to grow’. The principal’s 
focus ...
358 Journal of Asian and African Studies 49(3) 
isolation and improved communication between teachers, as also demonstrate...
Steyn 359 
Despite the valuable findings there is also a limitation in the study. It is necessary to acknowl-edge 
the com...
360 Journal of Asian and African Studies 49(3) 
Kelly A and Saunders N (2010) New heads on the block: Three case studies o...
Steyn 361 
Slater C L, Garcia J M and Gorosave GL (2008) Challenges of a successful first-year principal in Mexico. 
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Journal of asian and african studies exploring successful principalship 2014

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Journal of asian and african studies exploring successful principalship 2014

  1. 1. J A A S Journal of Asian and African Studies 2014, Vol. 49(3) 347­– 361 © The Author(s) 2013 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/0021909613486621 jas.sagepub.com 486621JAS49310.1177/0021909613486621Journal of Asian and African StudiesSteyn Exploring Successful Principalship in South Africa: A Case Study GM Steyn University of South Africa, South Africa Abstract In line with international studies, this study reports in a case study how a South African school principal succeeded in sustaining leadership despite the challenges South African schools experience, and how the principal’s leadership practice related to core leadership practices required for a school principal to be successful. Data were collected by means of open-ended interviews with the principal and his staff. The following main themes were constructed: (1) Personal traits; (2) Leadership style; and (3) Ability to sustain and improve development. Secondary empirical data from previous studies in the school supported the findings in this study. The findings of this case study have implications for South African school principals: (1) principals need to be fully committed to improve the quality of learning in schools; (2) they need to be skilful in effectively using available resources; (3) successful principalship develops over time and requires a clear vision, optimism, high performance expectations and acting with care and integrity to nurture trust among role players. Keywords Successful principalship, case study, South African school, personal traits, leadership style Introduction Research confirms that school leadership is crucial for school improvement and school effective-ness (Krüger, Witziers and Sleegers, 2007: 1; MacNeil, Prater and Busch, 2009: 76; Masitsa, 2005: 205). For a number of years, studies on school effectiveness have conclusively indicated that lead-ership quality is a key factor in determining the success or failure of schools (Engels et al., 2008; Hallinger and Heck, 1998; Hallinger and Heck, 2010; Hurren, 2006; Kelly and Saunders, 2010; Reyes and Wagstaff, 2005; Slater et al., 2008). Effective principals are regarded as ‘catalysts’ for effective schools (Lin, 2005: iii) and have a crucial influence on the culture of their schools (Engels et al., 2008: 285; Hurren, 2006: 373). Drysdale, Goode and Gurr’s model (2009), in particular, shows how principals’ leadership directly and indirectly affects student performance, although its effect is predominantly implicit (Drysdale et al., 2009: 699). Moreover, the school culture that effective principals promote contributes to the way in which staff members interact professionally Corresponding author: GM Steyn, Department of Education Leadership and Management, College of Education, University of South Africa, PO Box 392, Pretoria 0003, South Africa. Email: steyngm1@unisa.ac.za 2013 Article
  2. 2. 348 Journal of Asian and African Studies 49(3) (Katz and Earl, 2010: 42), which then promotes a culture of school development, collaboration, collegiality, support, and trust that are all firmly embedded in democratic beliefs and values (Engels et al., 2008: 286; Hallinger and Heck, 2010: 95; Kelly and Saunders, 2010: 128; MacNeil et al., 2009: 76). The phenomenon of successful leadership has been researched worldwide, using qualitative designs and methodologies. However, very few, if any, qualitative inquiries have been conducted in South Africa. A number of studies have been done worldwide on successful school leadership (Oplatka, 2004). These studies reflect the analysis of qualitative successful school leadership in countries such as England (Day, 2009), Flanders (Aelterman et al., 2007), Australia (Drysdale et al., 2009; Gurr et al., 2005), Sweden (Höög et al., 2005), the USA (Jacobson et al., 2005) and Indonesia (Raihani, 2008). A few inquiries investigating successful leadership from a critical femi-nist perspective have been conducted in South Africa, for example Perumal (2009). The role of the principal in restoring a learning culture (Lethoko et al., 2001; Masitsa, 2005), the relationship between leadership practices and organisational culture (Niemann and Kotzé, 2006) and demands on the professional school principal (Botha 2004) are the few qualitative inquiries on this topic. Closely aligned with international studies (Aelterman et al., 2007; Day, 2009; Drysdale et al., 2009; Gurr et al., 2005; Höög et al., 2005; Jacobson et al., 2005; Raihani, 2008), a case study was embarked on to explore the leadership practice in a particular school in South Africa. The study attempted to build on a foundation of prior school leadership (Leithwood and Day, 2007) as out-lined in successful school leadership practices of other countries. Since my first study in the school, I acknowledged the principal as the driving force behind the school’s success. The school succeeded in meeting the criteria for being an inviting school and received the International Award for Invitational Education in 1993. In a follow-up study (Steyn, 2006) the school demonstrated its success in sustaining and even developing its inviting character, in which the principal played a major role. This principal has also been a participant in previous studies (Steyn, 1994, 2007, 2009a, 2009b, 2009c, 2010a, 2010b) and proved to be competent and ‘on the cutting edge of leadership as reflected by theory and best practice’ (Reyes and Wagstaff 2005: 111). Although these studies provided valuable insights into the principal’s leadership in his school, their focus was mainly on the professional development of staff and not on the leadership practice of the principal. The study on which this article is reporting attempted to explore how the principal had succeeded in sustaining leadership success despite the challenges South African schools experience and how his leadership practice related to the core leadership practices required for a school principal to be successful. Since 1994 many changes have occurred in the education system in South Africa. In the transition to democracy, the education system has attempted to estab-lish an equitable, democratic and quality school system. In improving equity in education, schools have been ranked according to five quintiles based on the rates of income, illiteracy and unemploy-ment in the particular school’s catchment area (‘No fee’ schools in South Africa, 2009). Quintile 1 refers to being the poorest and Quintile 5 the least poor of schools. The implication was that Quintile 5 schools received limited funding from the Department of Education and have been responsible for the running costs of the school which were funded from raising school fees. Conceptual framework Literature reveals core leadership practices of successful school principals regardless of the par-ticular school context. The following essences of successful school leadership have been identified (Gurr et al., 2006: 375; Jacobson et al., 2005: 611; Leithwood and Day, 2007; Raihani, 2008: 482) and supported by other studies.
  3. 3. Steyn 349 Successful principals build a vision and set clear directions that promote a sense of shared pur-pose for the school, which are at the core of most conceptions of successful leadership. According to Leithwood and Day (2007: 4) such leadership is ‘highly interactive’ because a shared sense of direction emerges when defining the leader’s contribution to the organisation. This, however, implies that principals should clearly and regularly articulate and communicate the school’s vision and set and communicate high but achievable performance expectations, stimulate staff initiatives and provide support and give feedback in this regard (Engels et al., 2008: 171; Printy, 2010: 125). Such an approach may enable changes in practice, either through their personal effort or by involv-ing staff in collegial leadership (Meyer et al., 2009: 171). Successful principals understand and develop people in the school by directing their behaviour towards the shared goals through their leadership support and by providing intellectual stimulation. Research has also indicated that there is a relationship between certain forms of distributed leader-ship and positive student outcomes (Katz and Earl, 2010: 44). Through distributed leadership, principals shift the power distribution among the staff members into a flatter network whereby they promote professional communities that are involved in attaining success for all students (Louis et al., 2010: 320; Reyes and Wagstaff, 2005: 111). Moreover, many unprecedented challenges and demands on schools necessitate teacher leadership on all levels in schools (Fry, Matherly et al., 2007: 712; Masitsa, 2005: 206). For teacher leaders to emerge, they require opportunities to be empowered and to learn the necessary skills (Singh, 2005: 11). This implies that all the staff obtain ownership for decisions taken and that they form cultures of collaboration and trust within the school (Day, 2009: 72; Louis et al., 2010: 319; Printy, 2010: 119; Singh, 2005: 13). Successful principals design and redesign the school to achieve the set goals (Gurr et al., 2005: 543). This category includes practices such as creating an environment that allows staff to make the most of their abilities, commitment and motivation and to establish appropriate structures to sup-port staff collaboration. Raelin’s leaderful practice (2003: 10, 11) presents an authentic mutual model that transforms institutional leadership as an individual activity into a collective practice. A leaderful practice involves the following four principles (Perumal, 2009: 43; Trompenaars and Voerman, 2010: 35): 1 Leadership is synchronised. Within any community more than one leader can act simulta-neously, which means that leaders share power with others. 2 Leadership is collective. Many people in a community can function as leaders. Principals are committed to cultivating and developing teacher leaders (Kelly and Saunders 2010: 138). 3 Leadership is collaborative. Every member in a community has control and may speak on behalf of the entire community, not only the position leader (Gurr et al., 2006: 372; Kelly and Saunders, 2010: 138). In this regard Perumal (2009: 46) states that ‘[c]ritical leaderful practices decentre the school principal as central leader in the school’. 4 Leadership is compassionate. A compassionate leader acknowledges that values are closely linked to leadership and that democratic participation has the highest value (Gurr et al., 2005: 542; Gurr et al., 2006: 375; Kelly and Saunders, 2010: 138). Successful principals possess strong personal and professional values and respect the values of other role players. Transformational leadership particularly supports this perspective. Norris et al. (2002: 75) believe that transformational leaders accept the responsibility for promoting human conditions not only within the school, but also throughout the wider community. They focus on the needs of followers and inspire and motivate them by making their work meaningful and engaging
  4. 4. 350 Journal of Asian and African Studies 49(3) their followers through a profound commitment that aims to benefit both the person and the organ-isation (Norris et al., 2002: 82; Printy, 2010: 115). This type of leadership is directed towards social change by encouraging others through higher levels of values awareness and by ensuring that staff members look beyond their own self-interests for the sake of the group. It is seen as a reciprocal process that focuses on care for followers (Printy, 2010: 115). Caring leaders acknowledge that care extends beyond good interpersonal relationships with followers and as a result they move beyond self-care and demonstrate a sincere interest in the development and welfare of others (Norris et al., 2002: 87; Printy, 2010: 117). Research methodology In order to achieve the best-informed findings a qualitative, descriptive and contextual research approach was employed to determine the core leadership practices of the South African principal in the study. The unit of analysis in the single, case study approach is a primary school principal in Gauteng who proved to be an exemplary principal of successful leadership as revealed in previous studies (Steyn, 2006, 2009a, 2009b, 2009c, 2010a, 2010b). Apart from new insights into the research aim, a secondary analysis of existing empirical data on the school and its principal was used to contribute to a deepened understanding of the principal’s successful leadership. The focus of these studies was not predominantly on the leadership practice of the principal, but on invita-tional education and the professional development of staff. The originality of this study lies in the fact that the views of the principal and staff regarding this leadership practice during his time in office were investigated and also interpreted considering the successful leadership practices out-lined in the literature. This study used purposive sampling in selecting the school (Slater et al., 2008: 705). The school in the study is an urban, Afrikaans-medium primary school within a middle-class community that offered approximately 70 extracurricular activities. Although it was ranked as a Quintile 5 school, the school only had a few affluent families while a number of families were exempted from paying school fees. The focus group consisted of eight staff members who experienced the principal’s leadership practice during his time in office. This school demonstrated the characteristics of leaderful schools and displayed the following characteristics: purposive and flexible leadership; a focus on student and teacher performance; teachers’ and students’ commitment to work; a safe and organisationally functioning school con-text; a culture of care and concern in the school; a positive relationship with the parents and com-munity. One of the school’s successes was that it showed an increase in student numbers although there was no significant growth in the immediate community. Furthermore, this school has been one of five schools in South Africa that have received the inviting school award from the International Alliance for Invitational Education. The effect of the principal’s leadership was revealed by the following practices, among others: • When schools in Pretoria and the Gauteng province still had garden competitions, this school usually won the awards. • The school was keen to determine the quality of students’ academic performance and subsi-dised Grade 7 students to write the Oxford/Cambridge international examination in English and Maths. Although the curricula differed in the two countries, the students nevertheless performed well. • The school excelled in various sport activities and a number of its students received national and international colours for their performance.
  5. 5. Steyn 351 • The school offered far more subjects than required by the curriculum, including chess, music, study methods, remedial teaching, and English as a spoken language. • The school acknowledged being privileged and ‘adopted’ a school from a disadvantaged community. They assisted them in their physical resources and provided professional men-toring to staff. • Parent involvement was encouraged and the principal believed that it was ‘the best in the world’ with more than 20 committees on which parents could serve. The principal believed that parents should also have ‘ownership’ in the running of the school. After one of the co-founders of Invitational Education, Dr Betty Siegel, visited the school in 2009, she remarked that this was one of the best schools in the world. Consistent with the constructivist paradigm, this study was a context-dependent inquiry which was based on the meaning that the principal constructed as he engaged in his particular world. He based his interpretations on various experiences throughout his life as principal. Consequently the research approach of this study can be regarded as an inquiry into human endeavour from the interpretivist and constructivist paradigm (Creswell, 2007: 20; Denzin and Lincoln, 2008: 24). To enhance the richness and quality of the data and add to the trustworthiness and credibility of this particular study (McMillan and Schumacher, 2006: 374; Nieuwenhuis, 2010: 113), data were collected through a number of semi-structured interviews with the princi-pal and staff members; follow-up interviews; naïve sketches of the principal; field notes and school documents. In the interviews for this study the principal was requested to reflect on his leadership practice during the years of his principalship. Telephone calls and emails enriched the data collected. A focus group interview that was conducted at the school with staff members provided more informa-tion on his career as principal. Ethical considerations in all the studies included informed consent of participants and confidentiality. The various interviews were tape-recorded, transcribed verbatim and translated into English. The researcher also used member-checking of all interviews to ensure accuracy and authenticity. Data from the previous studies were also employed to identify the essence of the phenomenon − successful leadership practice. The data analysis used a thematic approach to identify the main themes of this study (Nieuwenhuis, 2010: 108) that assisted the researcher in comparing the core essences of school leadership to those identified regarding successful leadership in the literature. Discussion of findings Based on the successful school leadership studies of Drysdale et al. (2009), Gurr et al. (2005, 2006), Höög et al. (2005), Jacobson et al. (2005), Leithwood and Day (2007) and Raihani (2008), the following main themes were identified in the study: (1) Personal traits; (2) Leadership style; and (3) Ability to sustain and improve development. In vivo codes which indicate the ‘exact words used by participants’ (Creswell, 2007: 153) were employed in the categorisation of the sub-categories. Personal traits of the principal Although the principal revealed various personal characteristics in his approach to leadership, it was particularly his attitude towards people that formed the basis of his leadership style.
  6. 6. 352 Journal of Asian and African Studies 49(3) The principal’s attitude towards people: ‘Is it about people or products?’. For the principal the happiness of staff and students was of major importance. He criticised organisations for paying too much attention to products and not enough attention to people: ‘Is it about people or products?’ (Steyn, 2009a: 15). He tried his best to create an environment in which everybody could be happy: ‘You can’t just go to school, day in and day out’. One teacher said that the principal was a ‘real father figure’ who protected and respected staff and gave them space to do things. The principal believed that he was ‘very people oriented’ with ‘a compassion for people’: My premise – my thing is with people… I love people. It gives me pleasure to do small things for people… I think I have been extra blessed with a great love for children… it’s not about you, it’s about them… I was fortunate enough to be blessed with a serene personality and a calmness. The principal shared an incident about a happy parent, which also meant a lot to him: A mother once told me that she is so happy. Her child doesn’t even say hello to her in the morning, but when the child sees me, she jumps out, out of the car and runs over to say hello to me. She embraced me and this meant a lot to me. In order to demonstrate this concern, love and care for people, he believed in the philosophy of management by wandering around [MBWA] (Frase and Hetzel, 1990), being present (McClain and Romaine, 2007: 8) and having an open-door policy. Consistent interactions create a bond and enhance effective collaboration between the principal and other role players in the school (McClain and Romaine, 2007: 8). The principal explained his personal philosophy in other studies (Steyn, 2006). This philosophy is based on an anecdote about President Paul Kruger who said: ‘The eye of the farmer keeps the cattle fat’. He believed that such little things as touching and talking to chil-dren could have a huge impact in their lives. For him it was an appropriate strategy to acquire firsthand information about the running of the school − see a tap leaking, a child crying and to get to know students’ names (Steyn, 2006: 12). The principal confirmed this approach in this study: ‘It’s a very small thing, perhaps even insignificant – small things that people overlook; like just stopping sometimes and listening to someone’. Implied in this statement is his humaneness and humility. He admitted: ‘Humility – for me this is almost the crux of leadership’. Implied in the principal’s attitude towards people, was his passion for education. A passion for education: ‘Passion can’t be extinguished’. According to the principal a passion for educa-tion was one characteristic that he believed was crucial to making a success as a leader in a school. Such a passion is contagious and has an effect on all other role players. This conviction came out in previous studies (Steyn, 2006, 2007), but in this study: Passion can’t be extinguished. What I’m saying is that when people are passionate about what they do, about 99.9% of the time they are successful… People die inside if they don’t enjoy what they’re doing, and they also make the people around them die because they can’t get excited about the things they’re involved in. In this interview he criticised schools that often do not focus on the children by ‘pushing these children so much, culturally, academically and in sport, that they are losing the essence of life’. Throughout his career the principal constantly reminded staff that they were working in ‘para-dise’ (Steyn, 2007: 269). A teacher in the last focus group interview confirmed this: ‘In doing this [reminding staff about ‘paradise’] he [the principal] tried to create a safe harbour in the school…
  7. 7. Steyn 353 and reminded the staff that if it were not for the children, they would not be here’. The principal also expected staff to do more than required (Steyn, 2009a: 14), walking the extra mile in terms of any client service. A teacher mentioned that staff never wanted to ‘disappoint his high expecta-tions… You actually did more than you were in a position to do’. During an interview in the study, the principal reminisced about his principalship and shared his ‘secret’ which portrayed his own ‘struggle’ and his humaneness as a principal: My secret is that I think the Lord worked in me to a great extent… We work ourselves until we feel disillusioned… we land in institutions, we take pills… Being a principal isn’t an easy job… Many evenings I would struggle, and then… I would say, ‘Lord, this thing is too heavy for me now – I’m giving You this load. And then things often started to change for the better. As can be seen from the quoted passages, the principal revealed a range of personal characteris-tics: his love of people, and his interest in particular students; his humaneness and humility; his sensitivity to the needs of others; his caring attitude by being visible on the school grounds; and his passion for education which have been identified in other studies on successful principalship (Dantley, 2005; Drysdale et al., 2009; Gurr et al., 2006; Höög et al., 2005; Jacobson et al., 2005; Norris et al., 2002). Successful leaders also acknowledge that a school should not focus on student performance only, but that it is a place that cares about the people in the school (Dantley, 2005: 40). As can be expected the principal’s personal traits had a significant influence on his leadership practice. Leadership practice Throughout the principal’s career, his leadership qualities continued to be a major driving force. He believed that ‘the school achieved a lot’ during the years he was a principal at the school. Since 1993 the principal had a clear vision of invitational education, but acknowledged the support of his staff that gave him the opportunity to do what he is passionate about, and that is education and making a difference in the lives of others. In a previous study the principal stated that one of his strong points was to be a visionary leader, which was also confirmed by his staff (Steyn, 2006: 2). The vision and mission of the school were stated on the school’s DVD: ‘To be the best Afrikaans school in the world, where every student, parent and teacher is happy and every individual has the opportunity to develop his unique abilities optimally to the glory of God’. Leadership development: ‘A leader has to be shaped’. The principal did not initially Steyn, acknowl-edge the importance of his own leadership but in his years of leadership he became ‘very interested in leadership’, developed his leadership skills and ‘even enjoyed it’. In previous studies the princi-pal acknowledged how Maxwell’s presentation on 21 Laws of Leadership was a wake-up call that changed his way of thinking about his own leadership (Steyn, 2006: 8; Steyn, 2007: 273; Steyn, 2009a: 9; Steyn, 2010b: 249). The first law, the ‘Law of the Lid’ made him understand that if he did not develop himself, the school and staff would also not grow. He realised that his professional growth was necessary to empower others in the school (Steyn, 2006: 5; Steyn, 2007: 273; Steyn, 2009a: 9; Steyn, 2010a: 8, 9). During one personal interview of the study he confirmed the neces-sity of a principal’s personal growth: I think the whole thing is self-development – I think that’s the most important. If you are not growing, you are dying… You have a responsibility towards the people under you to grow… You must search, you must do research, you must listen, you must look, you must attend courses.
  8. 8. 354 Journal of Asian and African Studies 49(3) He continued to say that it is ‘definitely’ possible to improve leadership skills: ‘A leader has to be shaped. If he [a leader] doesn’t do anything, then he’s going to become a poor leader’. As can be seen from the findings above the principal believed that his growth and develop-ment would positively influence that of his staff, the students and the school. This is supported by McKerrow et al. (2003: 2), who contend that the principal’s role is ‘grounded in shared ide-als where the leader serves as the head follower by modelling, teaching, and helping others to become better followers’. In Steyn’s study (2006) on the principal’s role in sustaining invita-tional education the principal confirmed the importance of followers and ownership (Steyn, 2006: 10): ‘If you are not able to take the people with you then you are going to lose’; they need to ‘be with you on the road and so that they can begin to believe and do things themselves’. Collaboration: ‘The secret for any business is ownership’. Participative management, which is a form of collegial leadership, is viewed as a ‘process that encourages and accommodates shared decision-making and shared leadership in the spirit of enabling people to want to act’ (Singh, 2005: 11). In the study of Steyn (2006: 6) the principal stated that teacher empowerment was always important to him and that he always tried to focus on the “strong points” of staff − some-thing that he believed in ‘quite deeply’. However, prior to his retirement, staff empowerment became even more important to him. He even postponed his retirement to empower staff more in the running of the school without his leadership, with the aim of developing them even beyond himself as principal. He used various opportunities for teacher leadership development (such as mentoring and teamwork), he sent staff on appropriate workshops and gave them more responsibilities in the school. This school also appointed a second principal, which is unusual in the South African context. The school also used benchmarking by visiting other successful schools. In an interview the principal stated that ‘the secret for any business is ownership’, which is a ‘general principle’ for school effectiveness. He explained: I think one of the most important things is for all role players to accept ownership – and you must think of very fine methods to develop joint responsibility. Children should have the privilege to being able to have a say… Parents should have the privilege… I think everyone has an unbelievable say and value… if you start trusting and using people. He stated that he used the expertise of many people, who in many respects were his ‘superiors’, which made him ‘strong’. ‘It [ownership] gave people the freedom to be themselves and to grow and do what they enjoyed’, which was the opposite of an ‘autocratic leadership style’. Effective collaboration is embedded in a particular school context that has become much more dynamic and increasingly complex (Fry et al., 2007: 3; Masitsa, 2005: 206). Creating a beneficial school environment through leadership: ‘The greatest gift that I could have given to the school was that I could establish a pleasant place’. In his leadership career the principal succeeded in creating a positive school environment. In my study (Steyn 2009a: 15) the principal explained how he took a year to positively influence the attitudes of all role players at the school. He did this by putting up B+ signs throughout the school, wrote numerous newsletters and presented work-shops because he believed that a positive attitude can change a person’s life. He believed that it was important for a principal to create a positive environment so that staff could be excited about edu-cation. Staff also confirmed his positive stance. In an interview he said:
  9. 9. Steyn 355 Every day a teacher has to come to school with a song in his heart… They excite others – those people are medicine for the profession… the sparkling wine of the organisation… I’m increasingly beginning to realise that the people who really make a success of everything [are the ones] with a heart. In creating a ‘pleasant place’ for every staff member the principal inter alia instituted a ‘happy hour’ during second break on a Friday, which nobody tried to miss (Steyn, 2006: 13). The idea was that staff should also value the humour in education (Hurren, 2006: 374). These were stress-reliev-ing sessions through laughter but were also a means of bonding. The principal was able to extend his positive relationships in order to reach out to the community. He believed in the school’s social responsibility to the underprivileged and was therefore involved in a disadvantaged township school where they planted trees, got sponsors for the school to improve their buildings and school grounds and assisted in the skills development of teachers. The school also had an ‘Angel’s project’ where they collected food for disadvantaged families in the community. Reminiscing on his leadership career he explained: [I] realised early in life that you must build up a legacy… If you leave and the place collapses, then it’s your fault… The greatest gift that I could have given to the school was that I could establish a pleasant place, and it’s been doing better since I left. The leadership style of the principal fits the legacy model of Whittington et al. (2005). The most basic principle of this model is that legacy leaders’ behaviour in essence reveals their selfless ser-vice (Fry et al., 2007: 7, 8). Followers of legacy leaders internalise the values they perceive in the leader and changes in values will lead to changed attitudes toward the organisation such as increased commitment and performance. Legacy leadership, according to Whittington and Maellaro (in Fry et al., 2007: 11), includes four elements of servant-leadership which perfectly fit the leadership style of the principal in the study: • Making sure that other people’s needs are served by being a servant first, as the principal said: ‘My premise – my thing is with people… I love people’. • Serving others through active listening, as confirmed by the principal: ‘Perhaps one of the most important things about communication is sometimes just saying nothing. Just to keep quiet and be there for someone when he needs you’. • Serving through developing other people, as he confirmed in the study: ‘You must empower your people, you must send them on the best courses… and you sometimes have to almost force them [to attend] the courses’. • Serving others through leadership development. In my study (Steyn 2010b: 251) the princi-pal said that his own development is crucial because if he doesn’t develop, he will ‘create a ceiling’. The findings of the study are also supported by other studies. The school’s vision corresponds to that in the study of Gurr et al. (2006: 377): a focus on every student; caring and positive relation-ships in the school; and expectations that focus on the values of staff, students and parents. Reasons for this include the principal’s strong leadership and a strong sense of purpose of the school, as articulated by Drysdale et al. (2009: 704). This principal also achieved success by leading through example (Jacobson et al., 2005: 615). The principal in this study regarded his own leadership development as crucial, as is the case with principals in the USA (Jacobson et al., 2005: 615) and Sweden (Höög et al., 2005: 604). The principal facilitated collaboration to enhance teachers’ professional relationships (Day, 2009: 726;
  10. 10. 356 Journal of Asian and African Studies 49(3) Gurr et al., 2006: 386). As in the case of the studies of Day (2009) and Raihani (2008), staff were invited to share leadership responsibilities (Trompenaars and Voerman, 2010: 35). This study also supports the study of Ramsey (2003: 20), which indicate that principals play a key role in creating a healthy school climate that is exciting, welcoming and satisfying for all role players. Related to the principal’s leadership style is his influence on school improvement. Although Aelterman (in Engels et al., 2008: 161) refers to the crucial role of principals concerning the well-being of staff and collegial relationships between staff members, he also supports principals’ role in staff commitment to professional growth and school development. Ability to sustain and improve development My studies (Steyn 2006, 2007) show how the school succeeded in improving its performance and sustaining its invitational education approach. However, it was particularly the principal’s passion for improving all aspects of the school that was significant. Continuous improvement: ‘A standing item on the agenda’. The principal had a standing item regarding development on his weekly senior management team agenda (Steyn, 2009a: 20). In an interview in this study he stated: ‘Every week there had to be a new thing’. He believed that continuous improvement was extremely important because if ‘you do what you always did, you will get what you always got (probably less)’ (Steyn, 2009a: 20). It was a workshop on futuristic trends and modern principles of management that challenged him to devote 10 min-utes per week to think innovatively (Steyn, 2009a: 21). His quest for being the ‘best’ was also important, as was noted in my study (Steyn 2010b: 244) ‘Don’t be good, be the best, B+’. In one study the principal indicated that one way to improve continuously is to constantly learn from successful schools throughout the world (Steyn, 2009a). In that particular study, as well as in Steyn (2006) a few of the many changes are described that had taken place since the school received the inviting award in 1993. One outstanding development was the emphasis on reinforcement of positive behaviour which replaced the previous ‘black file’ system for recording students’ trans-gressions (Steyn, 2009a: 17). Another one was on ‘producing winners’ [students] (Steyn, 2006: 8). As a result of this paradigm shift the school started to award prizes to all students by identifying numerous categories of prizes at prizegiving evenings. The principal believed that everybody ‘has a huge responsibility to keep up the continuity, to develop, grow and learn’. In one of the interviews the principal elaborated on this view: Many [organisations], schools especially, don’t realise that school development has to be an integral part of the whole staff’s personal development… if shown a photo of how schools looked 50 years ago and how they look today… the only difference is the colour of the photo… The world is growing, so education must also grow… the way you approach the child [must change]… I know that what works in place A will not necessarily work in place B, but you must find out what’s important for you. His focus on continuous improvement led to a number of school achievements. Although he believed that it was very important to celebrate achievements, he warned against celebrating too long. In one interview he explained: ‘If you’ve achieved something or you’ve won, celebrate… but don’t sit for too long… others may be busy running past you. Then you start falling behind’. The continuous development of a school implies the development of all role players in the school, in particular of that of the staff and learners (Raihani, 2008: 487).
  11. 11. Steyn 357 Valuing the growth of people: ‘Giving people the freedom to be themselves and to grow’. The principal’s focus on people has been reported in a number of previous studies (Steyn, 2006, 2007, 2009a, 2010b). He again confirmed the statement in this study: ‘Everyone has an unbelievable say and value… Everyone is actually a leader – all people can be leaders depending on the opportunities provided for their development’. Moreover, he valued the talents of each individual and believed that it is important to start development of individuals in ‘the area in which you [the person] has been graced’. Staff also val-ued their opportunities for professional development. Apart from workshops in the school – which increased during his principalship – the school also annually budgeted for private workshops, and selected staff members were sent to appropriate workshops for their professional growth. On a staff member’s return another workshop opportunity was arranged to inform and even train others in the school. The principal believed that workshops should ‘ignite a fire in people’ (Steyn, 2009c: 127) so that staff after such programmes can say: ‘Yes, I’m in teaching’ (Steyn, 2010a: 358). During professional development events at the school the principal invited expert facilitators, showed educational DVDs or had workshops as part of staff meetings. He preferred one particu-lar staff meeting at the beginning of the year to discuss all the administrative matters so that other staff meetings could be devoted to professional development and collaboration among staff members. Cultivating ‘winners’ and ‘leaders’ in the school was another commitment of the principal (Steyn, 2010b: 254). This belief is demonstrated in the school’s approach to student leadership. Every Grade 7 student could choose two to three committees out of the 25 committees on which he or she would like to serve. The students were then carefully divided into certain committees to develop their interests and talents. The principal particularly focused on developing certain values in the students. Inculcating values: A ‘fight for whole spiritual development of the child’. In previous studies the principal emphasised the importance of inculcating values (Steyn, 2009a, 2010b). In one study (Steyn, 2009a: 19) he said that at ‘the core of many things is a value system: pride, respect, love, humility’ since a value system should prepare students for successful citizenship. During prizegiving cere-monies students received awards for values they demonstrated, such as friendliness, diligence, good manners or neatness. He also emphasised in this study the importance of inculcating values. He thought that schools in general placed too little value on the ‘spiritual development of the child’ which explains why ‘people struggle and go downhill and become depressed… The war is fought here – in your head, and you have to teach people to [win] this war here [in the head]’. He referred to a teacher in America who was the Teacher of the Year. This teacher inculcated principles and value systems in students, to the extent that the students who were in his class were successful in their job applica-tions. He credited teachers who taught them certain value systems and human principles. The principal believed that schools are pushing students too much, ‘culturally, academically and in sport, that we are losing the essence of life’. The findings support the crucial role of the principal in improving school performance and developing role players (Drysdale et al., 2009: 706; MacNeil et al., 2009: 74). This school, like those in the studies of Day (2009), Drysdale et al. (2009), Gurr et al. (2005), Raihani (2008) and Reyes and Wagstaff (2005), provided ample opportunities for teacher and student development and leadership. As in the case of the study by Day (2009: 723) the number of school-based workshop opportunities had also increased during this principal incumbency. The positive impact of daily and other organised opportunities on professional development in the school was evident in decreased
  12. 12. 358 Journal of Asian and African Studies 49(3) isolation and improved communication between teachers, as also demonstrated in other leadership studies (Day, 2009: 723; Jacobson et al., 2005: 616). Fry et al. (2007: 11) contend that successful leaders become ‘people-builders by developing others’ which was also the way this principal approached his staff members. The principal did this by means of numerous workshops for staff inside and outside the school as mentioned in the study of Jacobson et al. (2005: 616). Conclusion The principal’s leadership continued to be a major driving force throughout his years of principal-ship and the school was able to improve its performance during these years. His particular personal traits, his leadership practice and his emphasis on continuous development shaped and transformed the culture of the school. Successful leadership practice focuses not only on what people do, but more importantly how and why it is done (Spillane 2005: 143). The following main conclusions can be drawn from the findings: • It is reasonable to suggest that part of the leadership success sustained by this principal ‘was the consequence of his values, disposition and wise continuing exercise of progressive trust’ as in the case of the UK principal in Day’s study (2009: 729). This was demonstrated by the principal’s care for people and his view of the value of people. • The principal managed to establish and maintain a sense of direction and purpose for his school and had a positive influence on all role players in the school. • The principal succeeded in creating a caring school environment (a ‘paradise’) for staff and learners and nurtured the development of all role players. His walk and talk indicated his passion for people − in particular, students. • Although implied in successful leadership practices, it was in particular the principal’s focus on self-development and the empowerment of staff that played a crucial role in his success-ful leadership. Successful leaders develop people by focusing on shared goals and the shared goals encouraging ownership within the school. It is however the principal’s focus on his self-development that was extraordinary. Successful leadership practices acknowledge the unleashing of power in staff members, but the principal’s drive to empower people beyond himself was remarkable. The findings of this case study have implications for South African school principals. Firstly, prin-cipals need to be committed to improving the growth of all students and staff members. Secondly, since human and financial resources are scarce in South Africa, principals need to be skilful in effectively using the resources available. It is in particular the principle of caring that focuses on the development of staff and students that can enable this, even in the poorest of schools. Thirdly, con-sidering the length of the principal’s leadership at the school, it is important to realise that building successful principalship takes time and requires that principals establish a clear vision, optimism, high performance expectations and that they act with care and integrity to broaden and nurture rela-tional trust among role players. I agree with Kelly and Saunders (2010: 139) who state that [e]effective headship requires the incumbent to achieve a balance of action over time and across a range of behaviours – a balance that will be different in different schools at different times – and a head teacher’s internal operational accountability for achieving the school’s agreed outcomes lies at the heart of that task.
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