A leader is considered to be a individual who knows about the people being led and managed, pass oning values and precedences and patterning good pattern. Effective leaders adopt a strategic attack and lead by illustration. Most significantly they know that people are their cardinal resources and without them, there would be no organisation to take and managed ( Kydd, 2003 ) .
An effectual headteacher should hold some basic features that distinguish him from the other staff of the school. As Smith ( 1993 ) implies, “ an effectual headteacher has a vision and a mission for the school. He inspires committedness to the school ‘s mission and so gives way and aim to its work. He coordinates the work of the school by apportioning functions and deputing duties, promoting staff engagement in professional development programmes and makes usage of the accomplishments instructors get in these programmes ” . He recognizes the work that is done by others ( particularly instructors ) and gives feedback and support whenever he considers necessary. He can therefore foster an apprehension of the school vision and set up the school clime.
Ubben and Hughes ( 1992 ) stated that principals could make a school clime that improves the productiveness of both staff and pupils and that the leading manner of the principal can further or curtail teacher effectivity. Decidedly, a positive school clime can heighten staff public presentation, advance higher morale, and better pupil accomplishment ( Freiberg, 1998 ) . It may be considered as the one of the most of import constituents of the school reform. A positive school clime promotes higher academic accomplishment, helps pupils recognize and make their maximal potencies and by and large lend to the betterment and effectivity of the school.
If principals are extremely skilled, they can develop feelings of trust, unfastened communications, collegiality, and advance effectual feedback. In the complex environment of schools, all headteachers need to understand instructors ‘ perceptual experiences of their behaviours. They must cognize and understand how to supply the foundation for making an atmosphere conducive to alter. They must besides be able to go witting of the demands of their instructors, authorise them to portion the vision, and enable them to make an effectual school clime.
A skilled headteacher is the 1 that has sensitiveness towards personal jobs of the others. He is able to understand peoples ‘ demands, harmonizing to their background and their emotional issues ( Smith, 1993 ) . He is non merely a typical, professional headteacher, but besides a human with feelings and rules. Besides, by demoing involvement towards instructors ‘ and students ‘ jobs, he can cut down the employees ‘ negative attitudes in their school working environment and do both instructors and students feel valuable.
In a school ‘s environment, good communicating and coaction between the instructors, is of great importance.
Collegiality is strongly related with the mutuality of the instructors in the school. The good relationships among them are indispensable and critical, because, as Barth ( 1990 ) argues “ relationships between them are the sine qua non that allow, stimulate, and sustain all other efforts at school betterment ” .
Andrew Hargreaves ( Bennett et al. , 1992, p.81 ) argues that:
“ Collegiality forms a important board of policies to reconstitute schools from without and to reform them from withinaˆ¦ School betterment, course of study reform, instructor development, and leading development are all seen as being dependent, to some extent, on the edifice of positive collegial relationships for their success ” .
Sing the impacts of a positive clime in a collaborative school environment, we can non dissent with the above statement. It is true that when the interpersonal and professional dealingss of the school staff, and specifically instructors ‘ dealingss are good, so the communicating within the school flourishes. In instances where instructors develop friendly dealingss, discoursing non merely school ‘s affairs, so the communicating between them is improved, given that they interact non merely as co-workers but as friends excessively.
From my small experience in schools, I have to state that in school environments, where instructors were really pass oning, their public presentation was much better comparing with those whose dealingss were non every bit collegial as they should hold been. After all as Willi Unsoeld, ( Johnson and Johnson, 1994, p.8:7 ) a celebrated mountain climber, one time said to a group of mountain climbers, “ Pull togetheraˆ¦ in the mountains you must depend on each other for endurance ” . Teaching is strongly related with mountain mounting. Like mountain climbers, instructors should hold assurance to the abilities of their co-workers, back up the attempts that are made by the others, acknowledge their part and eventually believe that their competencies are being utilised and valued by the other instructors.
It is doubtless acceptable and understood that the headteacher ‘s function in the procedure of bettering communicating in school is significant. He is considered to be the cardinal figure in enabling the development of human dealingss, particularly between instructors, developing to work within the school as a whole.
Colin Riches ( Bush and West- Burnham, 1994, p.261 ) points out that “ Effective direction has to get down from a full apprehension of the inside informations of how the communicating procedure impacts on every direction activity ” . Because of the headteacher ‘s influence, it is of import that he or she communicate efficaciously with the others. However, in order for good communicating to be achieved, communicating channels should be unfastened both ways. By this I mean that the principal should be accessible to everyone in the school. Coursen and Thomas ( Smith and Piele, 1991, p. ) write that “ it is of import for people to experience you are available and welcome personal contact with them ” .
Roger Major ( Smith and Piele, 1991, p. ) argues that “ principals can utilize sincere congratulations whenever possible to make a more constructive ambiance in schools ” . Indeed, acknowledging the work that instructors do in the school, can better the relationships between them, since the instructors will experience valued and appreciated. Even the negative feedback will non act upon school ‘s positive clime, if it is done in the right manner, like in a personal treatment and non in public.
In reexamining the literature, we find that dialogue accomplishments are besides indispensable for an effectual headteacher who wants to cultivate good communicating and better the conditions in the school. Riches ( Bush and West- Burnham, 1994, p.260 ) defines dialogue as “ a manner of accommodating involvements and cut downing struggle in state of affairss where people have to interact with one another but where no side is powerful plenty to enforce its will ” . The headteacher should be able to snuff out all the struggles that may happen between the staff, and reconstruct the concerted clime in school ; therefore, it is so of import for the principal to avoid favoritism, be just, nonsubjective and diplomatic.
From all written above, the function of the headteacher in the development of a positive, communicative and collaborative clime in schools is incontestible and undisputed. All these accomplishments are gathered in the definition of the headteachers ‘ function, given by Southworth ( Bush and Middlewood, 1997, p.40 ) who writes that:
“ The caputs take an active involvement in the instructors ‘ work and lives ; they attend to instructors ‘ person and corporate demands and involvements ; they set up ways in which staff can portion and speak about their work in the schoolrooms ( e.g. demoing assemblies, staff meetings, informal visits by the caput to instructors in their schoolrooms after school ) ” .
Acting in this manner, most of the headteachers seek to set up and keep an organisational civilization that facilitate openness, sharing and communicating in their schools.