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postgraduate thesis: Effective secondary principal decision-making during crisis situations

TitleEffective secondary principal decision-making during crisis situations
Authors
Issue Date2013
PublisherThe University of Hong Kong (Pokfulam, Hong Kong)
Citation
Fryer, A. R.. (2013). Effective secondary principal decision-making during crisis situations. (Thesis). University of Hong Kong, Pokfulam, Hong Kong SAR. Retrieved from http://dx.doi.org/10.5353/th_b5210162
AbstractThese qualitative case studies explore the experiences of leaders of local and international secondary schools in Hong Kong. The research questions guiding this study centre on Principal leadership during times of crisis and sought to explore how crisis was managed effectively and how if faced with a similar crisis could be improved. The author was interested in finding a similarity between the participant’s responses and whether external influences may have played a significant part their decision-making. The study also explores the relationship of leadership under crisis communication between Principal and staff and Principal and parents. The primary focus of this research is to understand if there was anything learnt during these crisis experiences among the participants as they relate to leadership development. The analysis of data resulted in the emergence of six primary themes: 1) the impact and extent of effective decision making under crises, 2) the quality of leadership after crisis experience and the ensuing consideration of what leadership means, 3) the role of teachers and administrators throughout the crisis, 4) the experiences related to improved leadership development and 5) correct communication among stakeholders, parents, students and staff. These themes were synthesized into three areas of discussion. First, the experiences and perspectives of the participants offer a unique, first hand, framework for exploring what leadership means in a time of crisis. Second, these same experiences begin to shed new light on the role of Principals in times of crisis. Third, the participants’ reflections on experiences related to leadership development provide a bridge between the ideas related to how leadership is learned and how these experiences become meaningful during times of crisis. The results reflect a need for further qualitative research into Principal crisis leadership as well as the opportunity to further examine the leadership role of educational leaders in crisis situations.
DegreeMaster of Education
SubjectSchool management and organization - Decision making
Dept/ProgramEducation
Persistent Identifierhttp://hdl.handle.net/10722/198880

 

DC FieldValueLanguage
dc.contributor.authorFryer, Anthony Raymond-
dc.date.accessioned2014-07-11T23:12:38Z-
dc.date.available2014-07-11T23:12:38Z-
dc.date.issued2013-
dc.identifier.citationFryer, A. R.. (2013). Effective secondary principal decision-making during crisis situations. (Thesis). University of Hong Kong, Pokfulam, Hong Kong SAR. Retrieved from http://dx.doi.org/10.5353/th_b5210162-
dc.identifier.urihttp://hdl.handle.net/10722/198880-
dc.description.abstractThese qualitative case studies explore the experiences of leaders of local and international secondary schools in Hong Kong. The research questions guiding this study centre on Principal leadership during times of crisis and sought to explore how crisis was managed effectively and how if faced with a similar crisis could be improved. The author was interested in finding a similarity between the participant’s responses and whether external influences may have played a significant part their decision-making. The study also explores the relationship of leadership under crisis communication between Principal and staff and Principal and parents. The primary focus of this research is to understand if there was anything learnt during these crisis experiences among the participants as they relate to leadership development. The analysis of data resulted in the emergence of six primary themes: 1) the impact and extent of effective decision making under crises, 2) the quality of leadership after crisis experience and the ensuing consideration of what leadership means, 3) the role of teachers and administrators throughout the crisis, 4) the experiences related to improved leadership development and 5) correct communication among stakeholders, parents, students and staff. These themes were synthesized into three areas of discussion. First, the experiences and perspectives of the participants offer a unique, first hand, framework for exploring what leadership means in a time of crisis. Second, these same experiences begin to shed new light on the role of Principals in times of crisis. Third, the participants’ reflections on experiences related to leadership development provide a bridge between the ideas related to how leadership is learned and how these experiences become meaningful during times of crisis. The results reflect a need for further qualitative research into Principal crisis leadership as well as the opportunity to further examine the leadership role of educational leaders in crisis situations.-
dc.languageeng-
dc.publisherThe University of Hong Kong (Pokfulam, Hong Kong)-
dc.relation.ispartofHKU Theses Online (HKUTO)-
dc.rightsThe author retains all proprietary rights, (such as patent rights) and the right to use in future works.-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.subject.lcshSchool management and organization - Decision making-
dc.titleEffective secondary principal decision-making during crisis situations-
dc.typePG_Thesis-
dc.identifier.hkulb5210162-
dc.description.thesisnameMaster of Education-
dc.description.thesislevelMaster-
dc.description.thesisdisciplineEducation-
dc.description.naturepublished_or_final_version-
dc.identifier.doi10.5353/th_b5210162-
dc.date.hkucongregation2013-

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