New school structures and leadership styles: Their impacts on teaching and learning

Title
New school structures and leadership styles: Their impacts on teaching and learning
Publication Date
2011
Author(s)
Kivunja, Charles
( author )
OrcID: https://orcid.org/0000-0002-3520-0745
Email: ckivunja@une.edu.au
UNE Id une-id:ckivunja
Editor
Editor(s): Govinda Ishwar Lingam
Type of document
Book Chapter
Language
en
Entity Type
Publication
Publisher
University of the South Pacific
Place of publication
Suva, Fiji
Edition
1
UNE publication id
une:11874
Abstract
In the late 1990s, the New South Wales Minister of Education undertook school structural reforms resulting in new school structures that the Minister codenamed 'The Collegiate Model' (DET, 1999). The management of these schools has led to the emergence of new leadership styles practised by the principals charged with the responsibility of running them. The essence of the model was to restructure several neighbouring secondary (years 7-12) schools that were underperforming into middle schools (years 7-10) and then create one senior campus into which the amalgamated middle schools would feed their year 10 graduates. This created educative partnerships intended to be the basis for providing secondary schooling in a new way. Improved outcomes in secondary schooling were regarded as an essential means of improving the public image of secondary schooling in NSW (DET, 1998) and to this end, the new partnerships would enjoy collegial collaboration and economies of scale resulting in improved students' outcomes and overall schooling improvement and effectiveness.
Link
Citation
Educational Leadership: Emerging Issues and Successful Practices, p. 77-100
ISBN
9789820108813
Start page
77
End page
100

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