Impact of Educational Leadership on Effective Educational Management in Higher Education Institutions of Pakistan
Keywords:
Educational, Leadership, effective education management, learning climateAbstract
Purpose – This study aims at exploring the relationship between educational leadership and educational management, while finding the impact of one on other. Design/methodology/approach – A snowball random sampling technique was adopted and professors/lecturers of universities, located within Islamabad and Rawalpindi, were approached to give their perceptual opinion on the subject. Self-Administered survey questionnaire was used to collect the data for study. Findings – The study endorsed the previous researches on educational leadership and its impact on effective school management. A significantly positive impact of educational leadership comprised of instructional programs, individual consideration, observation and feedback and promoting a learning climate was found showing a beta (β) value of 0.61. These results indicate need for educational leadership qualities among the principals and management to improve effectiveness of educational management in higher education institutions of Pakistan. Practical implications – The study has implications for all stakeholders, including future researchers, to explore the area, in greater detail. Originality/value – The research is first of its kind in Pakistani context, where the concept of leadership, itself is fairly new. Since the primary data was collected by the researcher himself, it reveals original perceptions of the respondents towards the concept.
References
Andrews, D. and Crowther F. (2002). Parallel Leadership: A clue to contents of the Black Box of school reform; International Journal of Education management; 16(4), 3-4. Retrieved March 13, 2010, from Emerald database, http://www.emeraldinsight.com
Bob, K. (2010). Instructions method information. Retrieved April 18, 2010, from http://www.adprima.com/teachmeth.htm.
Bezzina, C. (2000). Educational leadership for twenty-first century Malta: Breaking the bonds of dependency. The International Journal of Educational Management, 14(7). 299±307. Retrieved April 11, 2010, from Emerald database, http://www.emeraldinsight.com
Brown, J. and Townsend, R. (1997). Developing an ethical framework. Thrust for Educational Leadership, 27(3). 12-14. Retrieved April 16, 2010, from Emerald database, http://www.emeraldinsight.com
Crowther, F. and Olsen, P. (1997). Teachers as leaders – an exploratory framework. International Journal of Educational Management, 11(1), 6-13. Retrieved March 11, 2010, from Emerald database, http://www.emeraldinsight.com
Doran,V., (1999). Observation, Assessment and Portfolios in the Early Childhood Classroom; Child Education; p.2. Retrieved March 31, 2010, from Google database, http://www.emeraldinsight.com
Eacott, S. (2006a). “Strategy: an educational leadership imperative. Perspectives on Educational Leadership, 16 (6). 1-2. Retrieved April 21, 2010, from Emerald database, http://www.emeraldinsight.com
Eacott, S. (2007). Strategy in educational leadership: in search of unity, Journal of Educational Administration; 46(3), 353-375. Retrieved March 11, 2010, from Emerald database, http://www.emeraldinsight.com
Geijsel F., Sleegers P., & Berg R. (1999). Transformational leadership and the implementation of large-scale innovation programs; Journal of Educational Administration, 37 (4), 18-20. Retrieved March 15, 2010, from Emerald database, http://www.emeraldinsight.com
Ghulam R., (2007). Education in Pakistan: The Key Issues, Problems and The New Challenges; Journal of Management and Social Sciences; 3(1), 2-3. Retrieved March 17, 2010, from Emerald database, http://www.emeraldinsight.com
Gregory, M. (1996). Developing effective college leadership for the management of educational change; Leadership & Organization Development Journal; 17(4), 46-51. Retrieved March 11, 2010, from Emerald database, http://www.emeraldinsight.com
Greenfield W., (2004). Moral leadership in schools; Journal of Educational Administration; 42 (2), 7-9. Retrieved March 11, 2010, from Emerald database,
Giroux, H. A. (1992). Educational Leadership and the Crisis of Democratic Government. Educational Researcher, 21(4). 4-11. Retrieved April 26, 2010, from Jstor database http://www.jstor.org/, on
Gurr D., Drysdale L., & Mullford D., (2005). Successful principal leadership: Australian case studies; Journal of Educational Administration; 43 (6), 4-7. Retrieved March 11, 2010, from Emerald database,
Hayes, D. & Lingard, B., (2004). Productive leaders and productive leadership: schools as learning organizations; Journal of Educational Admininstration; 42 (5), 520-538. Retrieved April 02, 2010, from Emerald database, http://www.emeraldinsight.com
Hunaiti, Z., Grimaldi, S., Goven, D., Mootanah, R. and Martin, L. (2010). Principles of assessment for project and research based learning. International Journal of Educational Management, 24 (3). 189-203. Retrieved March 25, 2010, from Emerald database, http://www.emeraldinsight.com
Kurland H., Paretz H., & Lazarowitz R., (2010). Leadership style and organizational learning: the mediate effect of school vision; Journal of Educational Administration; 48 (1), 10-13. Retrieved April 11, 2010, from Emerald database, http://www.emeraldinsight.com
Lahui-Ako B. (2000). The instructional leadership behaviour of Papua New Guinea high school principals A provincial case study; Journal of Educational Administration; 39(3), 5-6. Retrieved March 26, 2010, from Emerald database, http://www.emeraldinsight.com
Pervez Hoodbhoy, P. (2008). Pakistan’s Universities - Problems and Solutions. Retrieved April, 25, 2010 from http://www.chowk.com
Sirgiovanni, T. (1984). Leadership and Excellence in Schooling; Excellent schools need freedom within boundaries; Association for supervision and curriculum development; 4-13. Retrieved March 11, 2010, from Emerald database, http://www.emeraldinsight.com
Sekaran, U. (2003). Research methods for business: A skill-building approach. (4th ed.). USA: John Willey & Sons.
Williams, H. (2007). Characteristics that distinguish outstanding urban principals: Emotional intelligence, social intelligence and Environmental adaptation, Journal of Management Development; 27(1), 36-54. Retrieved April 14, 2010, from Emerald database, http://www.emeraldinsight.com