Instructional Leadership in the Context of Managerialism
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The responsibilities of the headteacher as manager and instructional leader are complementary for explaining what s/he does daily in directing the mission of the school towards its fulfillment. However, the two roles are often in conflict in the context of managerialism. This has led to an over-emphasis on routine administrative practices by school managers, leaving them hackneyed and with little time for the core technology of schooling, that is, teaching and learning. This book examines the day-to-day instructional leadership tasks of headteachers in primary schools. It argued that headteach...
The responsibilities of the headteacher as manager and instructional leader are complementary for explaining what s/he does daily in directing the mission of the school towards its fulfillment. However, the two roles are often in conflict in the context of managerialism. This has led to an over-emphasis on routine administrative practices by school managers, leaving them hackneyed and with little time for the core technology of schooling, that is, teaching and learning. This book examines the day-to-day instructional leadership tasks of headteachers in primary schools. It argued that headteachers should distribute and/or team up with and collaborate with members of the SMT in executing their instructional tasks in order to enhance teaching and learning. SMTs are the immediate arbiters of the tension between headteachers' roles as manager and instructional leader. They should assist to create a balance between meeting the school's goals and sharing in the headteachers' instructional duties.
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