Abstract

The research examined school leaders’ opinions, attitudes, and performative actions toward teacher absenteeism. Existing research has primarily focused on interventions implemented by the Teachers’ Service Commission to curb teacher absenteeism, and yet since leaders are the main agents and their actions are context bound, their actual actions and insights should be accounted for when addressing absenteeism. Our study finds that though teacher absenteeism has been reduced, disheartening challenges persist. The authors recommend continuous monitoring and establishing a mentoring system.

Highlights

  • IntroductionTeacher absenteeism (TA) may drain school resources, increase administrative time spent on replacing classroom instructors, and result in management challenges

  • When teachers miss school, quality education is compromised

  • This article has examined school leaders’ current attitudes toward Teacher absenteeism (TA) by inquiring about their opinions and thoughts on the problem and several recent interventions initiated by principals in a few counties in Kenya

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Summary

Introduction

Teacher absenteeism (TA) may drain school resources, increase administrative time spent on replacing classroom instructors, and result in management challenges. The phenomenon has widespread consequences for students, schools, society, and teachers alike. A leader refers to any educational leader involved in school management, namely a head-teacher, principal, and school director. TA is still an acute phenomenon in Kenyan schools, even though some attempts have been made to minimize it. The detrimental effect of TA on students, schools, and teachers suggests a need to understand the causes of low teacher attendance and to identify systemic solutions for mitigating it

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