A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.
-
Upload
beverley-butler -
Category
Documents
-
view
221 -
download
1
Transcript of A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.
![Page 1: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/1.jpg)
A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES
![Page 2: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/2.jpg)
There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who in one way or another, acts as a leader
![Page 3: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/3.jpg)
Principal Educators
![Page 4: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/4.jpg)
• Field of Ed Leadership & Management• South Africa -1994 > transform• Policymakers faith in ed. • Task Team Report (1996) legacy of
apartheid > collective efforts > Boost morale.
• Despite the promulgation of sophisticated policies
• Leadership collective....
![Page 5: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/5.jpg)
• Field of Ed Leadership & Management• South Africa -1994 > transform• Policymakers faith in ed. • Task Team Report (1996) legacy of
apartheid > collective efforts > Boost morale.
• Despite the promulgation of sophisticated policies
• Leadership collective....
![Page 6: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/6.jpg)
PRINCIPAL KEY Ash & Persall (2000), Harris & LLambert (2003), Murphy, (2009) Kotter (2000), Spillane, Camburn andPareja (2000)
ENTRENCHED BELIEFS AND IDEOLOGIES
Katzenmeyer& Moller, (2001), Harris & Lambert (2003), Harris, (2008). Grant (2010), Singh, (2007), Moonsamy, (2010), Nene (2010)
UNDERSTANDING THE CONCEPT OF LEADERSHIP & MANAGEMENT•Headship•Great man theory•Management more status•Leadership & Management linked
Grant (2010)Davidoff & Lazarus(1994)Fullan (2009), Covey (2004),Singh (2007), Moonsamy (2010), Nene (2010)
LITERATURE REVIEW
![Page 7: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/7.jpg)
DISTRIBUTED LEADERSHIP • Group activity• Fluid and emerging• Contours of expertise• Emergent• Leadership practice• Analytical tool
Harris (2007), Davies (2009), Hargreaves (2007), Goleman (2002), Bennett et al (2003), Gronn (2000), Grant (2010), Prew (2007), van der Mescht & Tyala (2008), Bolden, Petrov & Gosling, 2009).
TEACHER LEADERSHIP•Influence others > improved practice.
Harris (2003),Harris & Lambert (2003), Hargreaves (1992), Katzenmeyer & Moller (2001), Grant (2010), Fullan & Hargreaves (1991).
LITERATURE REVIEW
![Page 8: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/8.jpg)
Social Realism- Margret Archer culture, structure, agency Distributed Leadership Theory Spillane (2006) Leader follower dualism Gunter’s graded categorisation dispersed authorised democratic
![Page 9: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/9.jpg)
Qualitative enquiry based on the philosophy of Critical Realism - Bhaskar
Critical Realism - Layered ontology Empirical, Actual, Real World exists independent of our
knowing Underlying mechanisms that give rise to
what is happening at the level of the actual, empirical. Analytical dualism
![Page 10: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/10.jpg)
![Page 11: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/11.jpg)
![Page 12: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/12.jpg)
Case Study methodology Research sites and sampling Methods of Data collection Interview and focus group interview Observation Journal writing by primary participants Transect walk Document Analysis
![Page 13: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/13.jpg)
Critical Discourse Analysis Fairclough’s framework for analysing a
social event Archers framework for analysing the
level of the real to establish the underlying cultures, structures and agential influences that give rise to the underlying mechanisms that give rise to the events and experiences at the level of the actual and empirical respectively.
![Page 14: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/14.jpg)
DISCOURSES OF THE LINE FUNCTION
- Organogram
- Grade Controllers
- Space created for L1 Educators to lead
![Page 15: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/15.jpg)
DISCOURSE OF THE VISION AND MISSION OF THE SCHOOL
- Vision and Mission ingrained
- All activities centred around the Vision and Mission Statement of the school
- Educators encouraged to come up with innovations.
![Page 16: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/16.jpg)
DISCOURSE OF ROLE PLAYED BY LEVEL 1 EDUCATORS in taking the lead
- Management monitors and controls
- Space provided for L1 Educators to take on key leadership positions
- Become corporate agents
![Page 17: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/17.jpg)
![Page 18: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/18.jpg)
Underlying structures, mechanisms and agential influences
Where does the power lay? What kind of power? Power over people or power over events Level 1 educators rise as Corporate agents How is distributed leadership enacted in practice? Recommendations for further research
![Page 19: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/19.jpg)
![Page 20: A CRITICAL REALIST PERSPECTIVE OF LEADERSHIP PRACTICES.](https://reader034.fdocuments.net/reader034/viewer/2022042717/56649d015503460f949d4039/html5/thumbnails/20.jpg)
Through distributing leadership learners emerge as leaders