Distributed Leadership an Instrument for School Improvement: The Study of Public Senior High Schools in Ghana

Abstract

The purpose of the study was to investigate the influence of distributed leadership in Public Senior High Schools (SHS) with regard to school improvement. Using the Explanatory Sequential Mixed-Method design, 92 teachers and 4 head masters and 4 assistant head masters were randomly and census sampled. Three research questions were formulated and were analysed using simple percentages, mean and constant comparative thematic approach. The study revealed that generally head and assistant head masters and teachers recognize the practice of distributed leadership style in the SHS that is they perceive distributed leadership as a shared leadership where everyone is considered as a leader and given leadership opportunities. The findings further revealed that traditional and rigid leadership structure, lack of shared responsibility amongst teachers, leaders fear to involve teachers were the dominant challenges of distributed leadership in the study area. The study concluded that majority of the head masters, assistant head masters and teachers are currently practicing the distributed leadership since the success of distributed leadership depends on whether the leadership is willing to relinquish power, and the extent to which staff embrace the opportunity to lead. Based on the findings and conclusion drawn for the study, it is recommended that leadership in public SHS develops strategies that allow all teachers who are capable and willing to get an opportunity to lead certain areas of the school.