Excavating the South African teacher leadership archive
- Authors: Grant, Carolyn
- Date: 2019
- Subjects: To be catalogued
- Language: English
- Type: text , article
- Identifier: http://hdl.handle.net/10962/281051 , vital:55687 , xlink:href="https://doi.org/10.1177/1741143217717274"
- Description: In established democracies, the notion of ‘singular’ school leadership practised by the principal has been challenged and a more expansive approach to leadership which includes the practice of teacher leadership is now widely accepted by practitioners and researchers alike. In contrast, in emerging democracies the practice of teacher leadership is less obvious, despite the embeddedness of the concept in policy discourse. This article takes South Africa as its case and reviews literature on teacher leadership in this emerging African democracy. It draws on published articles and unpublished postgraduate theses with a specific teacher leadership focus and loosely adopts the format of two previously published comprehensive literature reviews in organising its findings. Similar to the findings of these two literature reviews, this South African archive also shows that the majority of research in this domain is conspicuously descriptive rather than explanatory, largely atheoretical and overly reliant on small case study design. In response, this article argues that teacher leadership research must continue to be undertaken in emerging democracies but with far greater use made of critical methodologies underpinned by relevant social theory.
- Full Text:
- Date Issued: 2019
- Authors: Grant, Carolyn
- Date: 2019
- Subjects: To be catalogued
- Language: English
- Type: text , article
- Identifier: http://hdl.handle.net/10962/281051 , vital:55687 , xlink:href="https://doi.org/10.1177/1741143217717274"
- Description: In established democracies, the notion of ‘singular’ school leadership practised by the principal has been challenged and a more expansive approach to leadership which includes the practice of teacher leadership is now widely accepted by practitioners and researchers alike. In contrast, in emerging democracies the practice of teacher leadership is less obvious, despite the embeddedness of the concept in policy discourse. This article takes South Africa as its case and reviews literature on teacher leadership in this emerging African democracy. It draws on published articles and unpublished postgraduate theses with a specific teacher leadership focus and loosely adopts the format of two previously published comprehensive literature reviews in organising its findings. Similar to the findings of these two literature reviews, this South African archive also shows that the majority of research in this domain is conspicuously descriptive rather than explanatory, largely atheoretical and overly reliant on small case study design. In response, this article argues that teacher leadership research must continue to be undertaken in emerging democracies but with far greater use made of critical methodologies underpinned by relevant social theory.
- Full Text:
- Date Issued: 2019
'We pledge to improve the health of our entire community'
- Grant, Carolyn, Nawal, Dipty, Guntur, Sai Mala, Kumar, Manish, Chaudhuri, Indrajit, Galavotti, Christine, Mahapatra, Tanmay, Ranjan, Kunal, Kumar, Gangesh, Mohanty, Sunil, Alam, Mohammed Aftab, Das, Aritra, Jiwani, Safia
- Authors: Grant, Carolyn , Nawal, Dipty , Guntur, Sai Mala , Kumar, Manish , Chaudhuri, Indrajit , Galavotti, Christine , Mahapatra, Tanmay , Ranjan, Kunal , Kumar, Gangesh , Mohanty, Sunil , Alam, Mohammed Aftab , Das, Aritra , Jiwani, Safia
- Date: 2018
- Subjects: To be catalogued
- Language: English
- Type: text , article
- Identifier: http://hdl.handle.net/10962/281179 , vital:55699 , xlink:href="https://doi.org/10.1371/journal.pone.0203265"
- Description: Background: Motivation is critical to health worker performance and work quality. In Bihar, India, frontline health workers provide essential health services for the state’s poorest citizens. Yet, there is a shortfall of motivated and skilled providers and a lack of coordination between two cadres of frontline health workers and their supervisors. CARE India developed an approach aimed at improving health workers’ performance by shifting work culture and strengthening teamwork and motivation. The intervention—“Team-Based Goals and Incentives”—supported health workers to work as teams towards collective goals and rewarded success with public recognition and non-financial incentives. Methods: Thirty months after initiating the intervention, 885 health workers and 98 supervisors completed an interviewer-administered questionnaire in 38 intervention and 38 control health sub-centers in one district. The questionnaire included measures of social cohesion, teamwork attitudes, self-efficacy, job satisfaction, teamwork behaviors, equitable service delivery, taking initiative, and supervisory support. We conducted bivariate analyses to examine the impact of the intervention on these psychosocial and behavioral outcomes. Results: Results show statistically significant differences across several measures between intervention and control frontline health workers, including improved teamwork (mean = 8.8 vs. 7.3), empowerment (8.5 vs. 7.4), job satisfaction (7.1 vs. 5.99) and equitable service delivery (6.7 vs. 4.99). While fewer significant differences were found for supervisors, they reported improved teamwork (8.4 vs. 5.3), and frontline health workers reported improved fulfillment of supervisory duties by their supervisors (8.9 vs. 7.6). Both frontline health workers and supervisors found public recognition and enhanced teamwork more motivating than the non-financial incentives. Conclusions: The Team-Based Goals and Incentives model reinforces intrinsic motivation and supports improvements in the teamwork, motivation, and performance of health workers. It offers an approach to practitioners and governments for improving the work environment in a resource-constrained setting and where there are multiple cadres of health workers.
- Full Text:
- Date Issued: 2018
- Authors: Grant, Carolyn , Nawal, Dipty , Guntur, Sai Mala , Kumar, Manish , Chaudhuri, Indrajit , Galavotti, Christine , Mahapatra, Tanmay , Ranjan, Kunal , Kumar, Gangesh , Mohanty, Sunil , Alam, Mohammed Aftab , Das, Aritra , Jiwani, Safia
- Date: 2018
- Subjects: To be catalogued
- Language: English
- Type: text , article
- Identifier: http://hdl.handle.net/10962/281179 , vital:55699 , xlink:href="https://doi.org/10.1371/journal.pone.0203265"
- Description: Background: Motivation is critical to health worker performance and work quality. In Bihar, India, frontline health workers provide essential health services for the state’s poorest citizens. Yet, there is a shortfall of motivated and skilled providers and a lack of coordination between two cadres of frontline health workers and their supervisors. CARE India developed an approach aimed at improving health workers’ performance by shifting work culture and strengthening teamwork and motivation. The intervention—“Team-Based Goals and Incentives”—supported health workers to work as teams towards collective goals and rewarded success with public recognition and non-financial incentives. Methods: Thirty months after initiating the intervention, 885 health workers and 98 supervisors completed an interviewer-administered questionnaire in 38 intervention and 38 control health sub-centers in one district. The questionnaire included measures of social cohesion, teamwork attitudes, self-efficacy, job satisfaction, teamwork behaviors, equitable service delivery, taking initiative, and supervisory support. We conducted bivariate analyses to examine the impact of the intervention on these psychosocial and behavioral outcomes. Results: Results show statistically significant differences across several measures between intervention and control frontline health workers, including improved teamwork (mean = 8.8 vs. 7.3), empowerment (8.5 vs. 7.4), job satisfaction (7.1 vs. 5.99) and equitable service delivery (6.7 vs. 4.99). While fewer significant differences were found for supervisors, they reported improved teamwork (8.4 vs. 5.3), and frontline health workers reported improved fulfillment of supervisory duties by their supervisors (8.9 vs. 7.6). Both frontline health workers and supervisors found public recognition and enhanced teamwork more motivating than the non-financial incentives. Conclusions: The Team-Based Goals and Incentives model reinforces intrinsic motivation and supports improvements in the teamwork, motivation, and performance of health workers. It offers an approach to practitioners and governments for improving the work environment in a resource-constrained setting and where there are multiple cadres of health workers.
- Full Text:
- Date Issued: 2018
Distributed leadership in South Africa
- Authors: Grant, Carolyn
- Date: 2017
- Subjects: To be catalogued
- Language: English
- Type: text , article
- Identifier: http://hdl.handle.net/10962/281024 , vital:55684 , xlink:href="https://doi.org/10.1080/13632434.2017.1360856"
- Description: Distributed leadership, while an established concept in the international literature on education leadership, is slowly gaining prominence in post-apartheid South Africa. This is primarily due to its normative and representational appeal. However, of concern is that the concept has become a catch-all phrase to describe any form of devolved or shared leadership and is being espoused as ‘the answer’ to the country’s educational leadership woes. Drawing on a South African publications-based doctoral study of distributed teacher leadership (Grant 2010. “Distributed Teacher Leadership: Troubling the Terrain.” Unpublished PhD diss., University of KwaZulu-Natal, Pietermaritzburg) for its evidence, this article argues for a theoretically robust form of distributed leadership conceptualised as socio-cultural practice and framed as a product of the joint interactions of school leaders, followers and aspects of their situation (Gronn 2000. “Distributed Properties: A New Architecture for Leadership.” Educational Management and Administration 28 (3): 317–338; Spillane, Halverson and Diamond 2004. “Towards a Theory of Leadership Practice: A Distributed Perspective.” Journal of Curriculum Studies 36 (1): 3–34; Spillane 2006. Distributed Leadership. San Francisco: Jossey-Bass). It endorses a sequential distributed leadership framing for the South African context and calls for further empirical studies which interrogate the complex practices of distributed school leadership. For without this theoretically robust work, the article argues, distributed leadership is likely to be relegated to the large pile of redundant leadership theories and become a passing fad.
- Full Text:
- Date Issued: 2017
- Authors: Grant, Carolyn
- Date: 2017
- Subjects: To be catalogued
- Language: English
- Type: text , article
- Identifier: http://hdl.handle.net/10962/281024 , vital:55684 , xlink:href="https://doi.org/10.1080/13632434.2017.1360856"
- Description: Distributed leadership, while an established concept in the international literature on education leadership, is slowly gaining prominence in post-apartheid South Africa. This is primarily due to its normative and representational appeal. However, of concern is that the concept has become a catch-all phrase to describe any form of devolved or shared leadership and is being espoused as ‘the answer’ to the country’s educational leadership woes. Drawing on a South African publications-based doctoral study of distributed teacher leadership (Grant 2010. “Distributed Teacher Leadership: Troubling the Terrain.” Unpublished PhD diss., University of KwaZulu-Natal, Pietermaritzburg) for its evidence, this article argues for a theoretically robust form of distributed leadership conceptualised as socio-cultural practice and framed as a product of the joint interactions of school leaders, followers and aspects of their situation (Gronn 2000. “Distributed Properties: A New Architecture for Leadership.” Educational Management and Administration 28 (3): 317–338; Spillane, Halverson and Diamond 2004. “Towards a Theory of Leadership Practice: A Distributed Perspective.” Journal of Curriculum Studies 36 (1): 3–34; Spillane 2006. Distributed Leadership. San Francisco: Jossey-Bass). It endorses a sequential distributed leadership framing for the South African context and calls for further empirical studies which interrogate the complex practices of distributed school leadership. For without this theoretically robust work, the article argues, distributed leadership is likely to be relegated to the large pile of redundant leadership theories and become a passing fad.
- Full Text:
- Date Issued: 2017
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