MiddleLeader in

LeadershipQualities of a

School-BasedCurriculum

Development

Ling Khoon Chow

Introduction

Aim of Study

Research Method

Setting of Case

Findings

Discussion

Conclusion

Scope ofPresentation

Introduction

School based curriculumdevelopment (SBCD)to improve educationaloutcomes

-A form of decentralization of curriculum decision making to meet diverse needs of students-Greater teacher ownership of curriculum, professional development

Introduction

Challenges to SBCD

-Implementation issues-Changing the culture in a school and support for the change in school-Teacher capacity and capability-Leadership in change process-Sustainability and staff mobility

Introduction Leadership is important

Introduction

Middle leaders areresponsible for theintroduction, planning,implementation andevaluation of SBCD

-Roles related to middle management and subject leadership-S’pore context - HODs/SHs -Forefront of leading learning and improving student outcomes-Leadership qualities of middle leaders play important factor in success of school improvement efforts

- political and paradoxical process- cannot be achieved by a step-by-step, linear process- More factors supporting implementation, more likely change will be successful (Fullan, 2001)

EducationalChange

EducationalChange

Teachers

Principal

Clarity

Need

FullanConceptualFrame ofChange

OrganizationalCulture

Aim ofStudy

To study the leadershipqualities of a middle leader when leading school-basedcurriculum developmentin a secondary school inSingapore

ReseachQuestions

What is the purpose of SBCDfrom the perspective of amiddle leader, teacher andschool leader?

ReseachQuestions

What are some leadershipbehaviors of the middleleader that have led to thesuccess of the SBCD?

ResearchMethod

Analysis of interviews-Transcribed, sent back to interviewees for verification-Analysed using a thematic analysis framework-Constant comparison method (Corbin and Strauss, 2008)

Interviews focused on-Purpose of SBCD-Actions of middle leader before, during and after SBCD

Semi-structured interviews(Triangulation)-Middle leader in charge of programme-Teachers involved in programme-Principal of school

Exploratory case study approach- Middle leader who led a SBCD in a secondary school

Setting ofCase

Action School-Typical school with 3 streams, Exp, NA, NT-Recognized as high performing school-Won MOE awards for innovative culture

Setting ofCase

Middle leader-Jane, Design & Technology (D&T) teacher-Middle leader for four years-Reputation of being innovative and task-oriented

Setting ofCase

Sec 3 (NT) Holistic programme-Inter-disciplinary project involves D&T, Elements of Business Skills, English, Physical Education, Mother Tongue, Community Involvement Programme,

FindingsPurpose of SBCD

Common beliefs between teachers, middle leader and principal-SBCD should meet students’ needs-Enhance student learning experience

FindingsPurpose of SBCD

Select teachers who shared the vision of wanting to do something to meet the needs of the NT students-Similar beliefs of teachers, help to accept change easier-“the right people were on the team…. a group of people who were interested in the project and did not need monitoring….I believe that if you want to try something new, you want it to succeed, and you will want to select the right people” (Principal)-The first year, the people you pick has to be strong and believe in it…because first year, is the one you have a lot of obstacles, and it is unknown” (Jane)

FindingsLeadership qualities

In Jane

Planner-“She is meticulous and plans everything very clearly” (Teacher)-“her ability to plan, not just for students, but also for the teachers, when the teachers need to do what. And her discipline to carry out her plans” (Principal)-Anticipate issues-Seek out partnership that could help in the project-Flexible in approach

FindingsLeadership qualities

In Jane

Empowerment of teachers-In-depth knowledge of individuals, get teachers to act according to their personalities and strengths-Get team to develop tasks with a sense of ownership and achievement, creates a strong motivation for teachers to put in their effort and contribution (Leithwood and Beatty, 2008)

FindingsLeadership qualities

In Jane

Role modelling

-“When you lead by doing, it is easier” (Jane)-“She will take the lead in doing a lot of things, she was very hands-on….she worked with them, along the way” (Teacher)

FindingsLeadership qualities

In Jane

Fostering collegiality and collaboration

-Good communication, harmonious working relationship-Teachers appreciated that someone cared-Interpersonal skills

FindingsLeadership qualities

In Jane

Sustainability -Planning for others to take over-“sustaining the programme itself, she has groomed a second IC to take over….so I think she has these processes in place, to ensure that there is a handover” (Principal)

FindingsSchool and

OrganizationCulture

Open culture-encouraged initiatives by teacher

FindingsSchool and

OrganizationCulture

No-blame culture-“Generally, people are quite receptive to new things, so it is quite open” (Jane)-“Open culture, meaning we share very easily, there is no holding back, no hidden agenda” (Teacher)

Discussion

Teacher selection-Shared vision-Need for clear vision, target teachers’ beliefs

Alignment with school goals (Clarity)

Relationship building-Schools cannot achieve change by brute sanity (Fullan, 2007)

Care for teachers, building on teachers’ strengths-Increase level of enthusiasm, reduce frustration, transmit sense of mission, indirectly increase performance (McColl-Kennedy & Anderson, 2002)

Discussion

Distributed leadership-Shared leadership with team, take more responsibility in decision making in areas of strength

People oriented leadership-Discuss individual concerns explicitly. Strengthen shared understandings (Beatty, 2002)

Organizational Culture matters-Open culture of management and collegiality among staff as catalysts for innovation

LimitationsAnd

Further Work

Limitations-Single case study approach, use of only interviews-Precludes any comparison between middle leaders in different contexts

Further Work-Research could be expanded with more cases within different school contexts and teacher backgrounds-Longitudinal studies and shadowing to enhance the breadth and depth of the data collected

Implications

Implications-Professional development for middle leaders-Vision and mission building-Leadership skills-Coaching and mentoring, informal learning at workplace

Conclusion

Role of a middle leader in school based curriculum development is complex and challenging.-Consistent with previous studies (Lee and Dimmock, 1999)

Unless middle leaders are committed to make SBCD a priority, the potential of teachers to contribute to any curriculum change will not be realized

The central problem is not just strategy or structure, it is about changing the behaviour of people. (Fullan, 2007)-Reculturing teachers, changing their beliefs and habits

QuestionsAnd

CommentsThank you