Nútímakenningar um skólastjórnun beina kastljósinu m.a. að sýn skólastjóra á hlutverk sitt, þeim gildum sem hafa áhrif á starfshætti þeirra (Begley, 2004; Branson, 2005) og hvernig þeir forgangsraða verkefnum sínum. Á síðasta aldarfjórðungi hafa höfundar þessarar greinar rannsakað viðhorf skólastjóra í grunnskólum með spurningalistakönnunum, þ.e. 1991, 2001 og 2006 (Börkur Hansen, Ólafur H. Jóhannsson og Steinunn Helga Lárusdóttir, 2008). Hér er greint frá rannsókn á störfum skólastjóra sem gerð var 2017. Sjónum er beint að þeim gildum sem þeir segjast leggja mesta áherslu á og hvernig þeir forgangsraða helstu verkefnum sínum. Gögnum var safnað með spurningalista sem sendur var til allra skólastjóra í grunnskólum landsins vorið 2017. Dregin er upp mynd af aðstæðum í skólunum, þ.e. skólagerð, skólastærð og kennslufyrirkomulagi, og afstaða skólastjóra til mikilvægra gilda sem tengjast skólastarfi er könnuð. Einnig var athugað hvernig þeir forgangsraða verkefnum, svo sem vinnu við námskrárgerð, samskiptum við starfsfólk, nemendur o.fl. sem tengist störfum þeirra. Niðurstöður benda til þess að nokkurs ósamræmis gæti milli yfirlýstra gilda skólastjóra og raunverulegra. Greininni lýkur með samanburði við fyrri rannsóknir höfunda á forgangsröðun viðfangsefna skólastjóra og umræðum um gildi niðurstaðnanna.
The purpose of this study is to explore the roles and responsibilities that national education legislation in Iceland imposes on municipalities in terms of leadership. A qualitative content analysis was applied to explore the relevant national legislation—that is, education acts, regulations, and curriculum guides—and identify themes by looking for specific words that are characteristic in leadership practices. The findings reveal that policy ends concerning educational leadership of municipalities are somewhat tacit in current national legislation. Yet, the roles and responsibilities that the state delegates to municipalities comprise leadership functions that are distributed in nature and, to a large extent, harmonize with desired leadership practices as emphasized in the literature. Legislation emphasizes comprehensive education, but also in-cludes signs of technocratic homogenization. In the discussion of our findings, we argue that the educational system is quite dependent on the political emphasis at each given time, making it difficult for both munic-ipalities and the state to facilitate a cohesive leadership emphasis. We suggest that closer attention to the local level, and a recognition of it as an important unit and agency for educational development, is of sig-nificant importance. These observations will be followed by a further investigation into the actual practice of leadership at the local level.
The challenge of educational improvement, due mainly to the complexity of educational systems, is well-known. The aim of this study is to provide knowledge regarding the process of change within schools to better understand how it might depend on cultural context and the characteristics of individual schools. Based on interventions in four compulsory schools (6–15 years old students) in Iceland, the study uses both qualitative and quantitative data. The process of change was guided by a framework grounded in professional learning community principles and designed to be adaptive for cultural contexts as well as the interdependence of different factors of educational systems. Theories of drivers of change and indicators of schools as professional learning communities were used to understand cultural conditions within them. The main findings indicate that the change process in team-driven schools with relatively high levels of teacher collaboration and engagement works well in the framework. By contrast, the change process seemed restrained in the profession-driven and problem-driven schools characterised by either a high level of teacher autonomy and lack of collaboration or engagement in solving several generic problems. The study provided valuable insights regarding the complexity of facilitating change, particularly, the importance of identifying main drivers of change affecting an intervention process at the initiation stage.
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