Critical Analysis of Leadership in Action: A Case Study of the Directorate of Inspection and Advisory Services (DIAS) In Malawi
- April 7, 2021
- Posted by: RSIS
- Categories: IJRISS, Social Science
International Journal of Research and Innovation in Social Science (IJRISS) | Volume V, Issue II, February 2021 | ISSN 2454–6186
Caroline Chiphinga-Mwale
Master of Education Alumni, the University of Queensland, School of Education; Chief Quality Assurance Officer, Ministry of Education, Malawi
Purpose: Running an education organisation in the twenty-first century is one of the difficult tasks. This is because the education system is volatile (Kaume-Mwinzi, 2016), fluid as well as convoluted (Reyes, 2015). In addition, it exists in complex and competitive twenty-first century settings (Baltaci & Balci, 2017). As such this paper explores complexity leadership in relation to the inconsistencies that occur in the school inspectorate system in Malawi. Specifically, the emerging disconnects between deep-rooted practices and newly-introduced standards. To achieve this purpose, the papers uses theories of educational leadership to describe complex leadership, outline issues in the school inspectorate system, discusses options and possible implications, and explains as well as justify choice for solutions.
I.INTRODUCTION
Theories of educational leadership in times of uncertainty and complexity
Numerous uncertainties happen in institutions due to shifting, globalised, social, political and economic situation. The uncertainties arise from interconnections which tolerate occurrences and produce unforeseen results (Uhl-Bien & Arena, 2017). These changes generate complex, complicated and loose structures (Weick, 1976). One such structure is the education system and specifically the school inspection system. In this era of uncertainty complexity happens on numerous levels and through various settings (Uhl-Bien & Arena, 2017). Therefore, systems need complexity leadership to survive (Baltaci & Balci, 2017).
Different authors such as Baltaci & Balci (2017) and Uhl-Bien & Arena (2017), agree that complexity leadership involves leaders supporting their institutions to function as networked systems which can adjust and progress amid shifting circumstances. Complexity leadership incorporates a distributed leadership approach (Murray, 2017) . Moreover, Baltaci & Balci (2017) and Uhl-Bien & Arena (2017), affirm that complexity leadership is a combined resultant of operational leadership, entrepreneurial leadership and enabling leadership.
