Leading Successful Schools: Sharing the Wisdom (A Case Study into a Developing Country’s Perspective)
DOI:
https://doi.org/10.54183/jssr.v3i2.314Keywords:
Successful Schools, Leadership and Management Practices, Principal as a Successful Leader, School Management CommitteeAbstract
Leading successful school Principals plays a vital role in the school environment. Successful school Principals as educational leaders dedicate significant time to educating school stakeholders on the primary objective of school reform. They provide structures that facilitate communication between schools and processes that enable school stakeholders to engage in truly participatory decision-making. The purpose of this study, which examined the role of successful school Principals’ educational leadership and management practices, was to determine how Principals' leadership and management practices facilitate the transition to a successful school. The research was conducted using the experiences of three school Principals. The data were gathered utilizing a qualitative case study methodology, which included semi-structured interviews, observations, and document analysis. The findings indicated that Principals of schools made significant changes to transform their institutions into successful schools. The findings of this study are significant because they shed light on the relative strengths and weaknesses of successful school Principals’ leadership and management practices in transforming schools, as well as on the additional support that Principals require to transform their schools. The study recommends the areas of schools as leading successful schools’ leadership and management practices in order for schools the concept of schools to be more approachable to school stakeholders.
References
Ahmad, N. (2021). An analysis of instructional leadership practices of primary school head-teachers on teacher effectiveness: A qualitative study of teachers' perceptions. PAKISTAN LANGUAGES AND HUMANITIES REVIEW, 5(II), 193-209. https://doi.org/10.47205/plhr.2021(5-ii)2.16
Ahmad, N. (2021). Secondary school teachers’ perceptions of their head teachers instructional leadership and its effect on teachers’ professional development in Karachi Pakistan. Journal of Development and Social Sciences, 2(III), 362-377. https://doi.org/10.47205/jdss.2021(2-iii)31
Ahmad, N. (2021). Impact of head-teachers’ instructional approaches on teachers competencies at campus schools in Karachi. Pakistan Social Sciences Review, 5(IV), 131-146. https://doi.org/10.35484/pssr.2021(5-iv)10
Ahmad, N., Thomas, M., & Hamid, S. (2020). Teachers Perception Regarding the Effect of Instructional Leadership Practices of Primary School Head teachers on Teacher Effectiveness. Journal of Research and reflections in Education, 14(2), 231-248.
Bana, Z, Sewani, R., Ali, A., & Iffat Ara. (2012). Exploring Indigenous Leadership Practices: Case Study of School Principals in the Khyber Pukhtunkhwa Province, Pakistan. In Bashiruddin, A.; Bana,Z. and Afridi,A.K. (Eds.), Education in Pakistan: Learning from Research Partners. Karachi: Oxford University Press
Bell, C., Hodge, D., Kelner, S., & Lee, J. (2016). Why senior leaders need to rethink learning intelligence. Spencer Stuart Point of View, (March). Available at: https://www.spencerstuart.com/research-and–insight/why-senior-leaders-need-to-rethink-learning-intelligence
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). London: SAGE.
Fullan, M. (2002). The change leader. Educational Leadership, 59 (8), pp.16-20
Harber, C., & Davies, L. (1997). School Management and Effectiveness in Developing Countries: The Post-Bureaucratic School. http://ci.nii.ac.jp/ncid/BA34408810
Hargreaves, A. (2007). Sustainable leadership and development in education: Creating the future, conserving the past. European Journal of Education, 42(2), 223-233. https://doi.org/10.1111/j.1465-3435.2007.00294.x
Harris, A., & Jones, M. (2017). Middle leaders matter: Reflections, recognition, and Renaissance. School Leadership & Management, 37(3), 213-216. https://doi.org/10.1080/13632434.2017.1323398
Hubber, S. (2010). School leadership: international perspective. Utrecht: Springer.
Kools, M. & Stoll, L. (2016). What makes a school a learning organisation? OECD Education Working Papers, No. 137, OECD Publishing: Paris.
Kouzes, J. & Posner, B. (2016). Learning leadership: The five fundamentals of becoming as exemplary leader. New York: Willey.
Leithwood, K., Harris, A., & Hopkins, D. (2019). Seven strong claims about successful school leadership. School leadership and management, 28(1), 27-42. https://doi.org/10.1080/13632434.2019.1596077
Louis, K. S., & Murphy, J. (2017). Trust, caring and organizational learning: The leader’s role. Journal of Educational Administration, 55(1), 103-126. https://doi.org/10.1108/jea-07-2016-0077
MacNeill, N. & Silcox, S. (2003). Pedagogic leadership: developing an inclusive school culture of learning. The Practicing Administrator: Australia.
Murphy, J., Elliott, S. N., Goldring, E., & Porter, A. C. (2007). Leadership for learning: A research-based model and taxonomy of behaviors1. School Leadership & Management, 27(2), 179-201. https://doi.org/10.1080/13632430701237420
Oecd. (2010). Innovative Workplaces Making Better Use of Skills within Organisations: Making Better Use of Skills within Organisations. OECD Publishing. http://dx.doi.org/10.1787/9789264095687-en
Robson, C. (2002). Real world research: A resource for social scientists and practitioner-researchers. Wiley-Blackwell.
Sewani, R. (2010). Head Teachers in a Transformational Leadership Role in Pakistan: The Impact of the ADISM Program. In Khaki, J.A. and Safder,Q. (Eds.), Educational Leadership in Pakistan: Ideas and Realities. Karachi: Oxford Press.
Sewani. R. R., & Kazimi, A. B. (2021). Leadership and Management Practices in Transforming Schools into Learning Organizations. International Review of Social Sciences, 9(1), 362-371.
Downloads
Published
Issue
Section
License
Copyright (c) 2023 Copyright in the Journal of Social Sciences Review is retained by the author(s). Authors also grant any third party the right to use the article freely as long as its integrity is maintained and its original authors, citation details and publisher are identified.

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
SSR's Editorial Board shares the vision of providing free access to information, education, and science for everyone, thus promoting its content through an OPEN ACCESS POLICY, fulfilling the DOAJ definition of open access. The JSSR adheres to an Open Access and Copyright Licensing Policy based on the belief that making research freely accessible to the public promotes greater global knowledge sharing.
The JSSR uses the Creative Commons Attribution-NonCommercial 4.0 International License. The authors who apply and publish in JSSR consent to abide by the copyright policy set out in the Creative Commons 4.0 license (Attribution-NonCommercial 4.0 International license).
- Copyright in the Journal of Social Sciences Review is retained by the author(s).
 - Authors also grant any third party the right to use the article freely as long as its integrity is maintained and its original authors, citation details and publisher are identified.
 
While "By 'open access' to this literature, we mean its free availability on the public internet, permitting any users to read, download, copy, distribute, print, search, or link to the full texts of these articles, crawl them for indexing, pass them as data to software, or use them for any other lawful purpose, without financial, legal, or technical barriers other than those inseparable from gaining access to the internet itself."
						
							