1 / 20

NEW AND UNEXPECTED CHALLENGES TO EDUCATIONAL LEADERSHIP IN NIGERIA. By Felicia Ofoegbu and Nkechi Obiweluozor

NEW AND UNEXPECTED CHALLENGES TO EDUCATIONAL LEADERSHIP IN NIGERIA. By Felicia Ofoegbu and Nkechi Obiweluozor. Department of Educational Studies and Management Faculty of Education University of Benin, Benin City. Introduction.

merrill
Download Presentation

NEW AND UNEXPECTED CHALLENGES TO EDUCATIONAL LEADERSHIP IN NIGERIA. By Felicia Ofoegbu and Nkechi Obiweluozor

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NEW AND UNEXPECTED CHALLENGES TO EDUCATIONAL LEADERSHIP IN NIGERIA.By Felicia Ofoegbu and NkechiObiweluozor Department of Educational Studies and Management Faculty of Education University of Benin, Benin City

  2. Introduction • The concept of educational leadership as an important factor in ensuring school effectiveness and in securing wide improvement in school system has been identified by several authors including Newman and Wenlage (1995), Harris (2006) and Ofoegbu (2013). In these studies educational leadership is widely acknowledged as vital to capacity building and change. • Even though recent empirical studies have in no small measure identified the pivotal role of educational leadership in ensuring the effectiveness of schools (Harris, 2006) one indisputable fact in the progress of education is that education leaders face series of challenges in the management of education.

  3. Most of the educational institutions in Nigeria are faced with serious financial handicap, inadequate classrooms for teaching and learning, lack of relevant facilities and equipment and with these are other related problems namely, • tremendous increase in students’ population, • the cosmopolitan nature of the students, • the uncertain quality of teachers, • economic and societal pressures, • severe poverty with high prevalence of killer diseases such as malaria and HIV/AIDs, • global and technological changes • Perverse practices including corruption and nepotism. • In the face of these challenges educational leadership appears wanting in the management of schools.

  4. It was observed of recent that educational managers were not resistant to new and unexpected challenges which though temporary in effect, might bring in their wake sudden and unexpected demographic changes both in the internal and external environment of the school system. These challenges are much debated and well acknowledged among Governments and the society. Contemporary interpretations of new and unexpected challenges cut across several areas of interest to school leadership; • insecurity of life and property • lack of enrolment or attendance on the part of children and schools for fear of violence and kidnapping, • the effects of urbanization • erosion threatened external environment • Sudden movement of people within and across borders in response to acts of terrorism and regional wars. • high birth rate, • Drop out due to economic and social pressures.

  5. Statement of the problem • Recently, contemporary issues such as terrorism, insecurity of life and property and climate change are increasingly being identified as realities of the Nigerian education system. Consequently leadership has become a complex concept which has generated widespread interest in the management of schools. Leadership in education must continually look for ways to keep workers and students happy, healthy and productive while coping with “stress-related” roles and “burnout” traits. • It has been observed that virtually all studies in the field of leadership have focused their attention on leadership styles, traits and behaviour. Hence even though several leadership studies have been carried out very little is known about which form of leadership practices results in appreciable organizational development and change.

  6. Very little is known about the ways in which school managers enact their roles and interact withteachers and students. Neither do we know according to Harris (2006) how leadership practices are shared, negotiated and constructed in schools to facilitate organizational effectiveness. In view of the seemingly new and sudden (dramatic) challenges to educational leadership the study seeks to find out how educational leadership contends with these new and unexpected mainly demographic challenges for educational effectiveness. It is also to find out how the Principal relates with others within and outside the school environment and establish if these unexpected changes affect the management of education in the context of access to school, classroom population and retention, absenteeism, quality of teaching and community involvement.

  7. Research Questions • To guide the study the following research questions were raised: • What are the major new significant challenges of educational leadership? • What strategies do principals evolve to contend with the challenges? • Will the new and unexpected challenges such as violence, instability of the external environment, student population, regional wars and kidnapping significantly affect educational leadership?

  8. Results • Presented in Tables 1 to 3 are the findings of the study: • Research Question 1: what are the new and unexpected challenges of educational leadership?

  9. Table 1 shows the new and unexpected challenges as perceived by school managers. The findings reveal that regional wars (mean: 19.79), Violence (mean: 19.80), instability of external and internal environment (mean: 17.61), Economic and Social Pressures (mean: 17.86), Violence and Kidnapping (mean: 15.68 and 15.56) respectively and Migration (mean: 15.000) and high demand for education are some “dramatic” challenges which educational leadership is particularly susceptible to. The analysis in table 1 shows that the respondents were in strong agreement with the new and unexpected challenges to educational leadership.

  10. Research Question 2: what strategies do principal evolve to contend such “dramatic” challenges? • Table 2: Mean and Standard Deviation summary on teachers’ response on strategies to contend such challenges.

  11. Table 2 shows the Mean and Standard Deviation of the respondents concerning the strategies adopted by educational leaders to contend new and sudden challenges. The mean scores ranged from 2.79 to 3.16 which were above the criterion mean of 2.50. The standard deviations were all below 1.90, indicating that the respondents did not greatly vary in their responses instead they were in strong agreement with one another of the leadership practices engaged by educational leadership to content new and sudden challenges in Nigerian schools. • The implication here is that the respondents are of the opinion that educational leadership is doing what it is expected to do to contribute to organizational knowledge and improvement. The result confirms that educational leaders are aware of their roles including having close and good working relationship with staff, having a sense of commitment towards goals and encourage staff development.

  12. Question 3: Will the new and unexpected challenges such as violence, instability of the external environment, student population; regional wars and kidnapping significantly affect educational leadership? • Table 3: Chi-square summary of perceived level of new and unexpected challenges on Educational Leadership.

  13. The chi-square (x2) values in table 3 show the relative effect of the variables on educational leadership at 5% level of significance. The analysis shows that Regional wars (Chi-Square, 6.47), Violence (6.23), Instability of External and internal environment (5.89), Economic and Social pressure (5.59), Migration (4.59) and Kidnapping (4.70) have significant effect on educational leadership. Therefore the null hypothesis is rejected.

  14. Conclusion and Recommendation • According to the finding educational leadership in Nigeria periodically meets new and unexpected challenges. Walker and Carr-Stewart (2006) refer to such challenges as “dramatic changes”. The finding is in consonance with that of Davis (1998) that principals are often faced with maintaining a semblance of order in an increasingly hostile, unpredictable and conflict laden environment. School management in the 21st century is a highly tasking challenge. To survive and grow in a dwindling economy, crumbling facilities, increasing number of special need students and students and varying demands by stakeholders (Barko & Ramadan, 2002, Walker and Carr-Stewart, 2006) there is need for the development of effective leadership programme. At the heart of this is the encouragement of the ability on the part of leaders to work cooperatively with other members in the organization and the community. • This implies that if educational leadership is serious about running and sustaining effective schools there is need to set clear goals and expectations, fair procedural processes and the involvement of all members of the community and major stake holders (parents, teachers and learners).

  15. Principals may not achieve quality and effectiveness by acting alone (Caldwell (2004) or by operating a structured central control built around themselves with subordinates answerable only to them. The success of the school depends on the capacity of the leadership to “join networks to share knowledge, address problems and pool resources”. • Therefore the study strongly recommends that more leadership training and motivation are required if principals are to carry out their responsibility effectively and successfully. Meanwhile there is need to adopt the team-task response for change which states that • “Managers can no longer simply wait for instruction or decision from government. The pace of change and the need to be adaptable and responsive to local circumstances requires that managers develop new skills and styles of working. They must be capable of providing leadership for teams and be able to interact with communities both inside and outside the school (Dept. of Education, 1996:14)”.

  16. Reference • Bush, Tony (2005) Leadership and Management Development in Education. SAGE. • Bako, S. and Ramadan, S.J. (2002) The 20th century Principal: The perspective of Government in The 21st Century Principal in Nigeria • Akpa, Owoicho (Ed). All Nigerian Conference of Principals of Secondary Schools, Plateau State Chapter. • Carson, J. B, Tesluk, P. E & Marrone, J. A (2007) “shared leadership in teams; an investigation of antecedent conditions and performance” Academy of Management Journal (50), 1217 – 1231 • Day, C., Harris, A, Hadfield, M., Tolley, H and Beresford, J. (2000) Leading Schools in Times of Change. Buckingham, UK; Open University Press.

  17. Thank You For Listening

More Related