Exploring perceptions of secondary schools’ management teams on the effectiveness of quality management system: A transformational leadership lens
Résumé
The study explored the perceptions of secondary schools’ management teams (SMTs) on the effectiveness of quality management system (QMS). It was premised on the lens of Burns’ (1978) Transformational Leadership (TL) theory, which is ascribed for visionary leaders. Sixteen (16) participants (principals, deputy principals and departmental heads) were purposefully selected to participate in the study. A qualitative semi-structured telephone interview was primarily used to collect data. Braun and Clarke’s six steps of thematic data analysis was applied to arrange themes and sub-themes. The findings of the study reveal that the participants understood the role players responsible for the effectiveness of QMS in secondary schools. Despite the preceding narrative, there were discrepancies on the effectiveness of QMS. Basically, this positions the effectiveness of QMS as being ineffective in the selected secondary schools. Even though participants were eloquent in providing interventions to strengthen the effectiveness of the system, the study further recommends that policy makers in the Department of Basic Education should consider infusing the TL theory for future streamlining and rebranding of QMS. However, it is worth mentioning that the study’s limitation was that the sample size of sixteen participants was small to represent the findings of all secondary schools in the district. Secondly, the use of the telephone interview posed network challenges which led to consistent communication break downs. These limitations pose a need for further research, especially delving in an increased sample size and other data collection instruments, to strengthen the methodological rationale.
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