Abstract
The concept of sharing leadership responsibilities among school community members is called distributed leadership and has gained prominence for its potential to enhance school improvement. This study explored the practice and effect of distributed leadership at a South African private secondary school in Gauteng, by focusing on how this leadership model fostered collaboration, decision-making and school performance. The research employed an interpretive qualitative approach and used semistructured interviews with five school leaders, namely the principal, senior management team members and grade and subject heads. The findings reveal that distributed leadership promotes inclusivity, improves decision-making efficiency, enhances staff morale and encourages innovative initiatives. However, challenges, such as communication gaps and role clarity, were also identified. The study found that distributed leadership, when implemented effectively, with clear roles, trust and communication, can significantly contribute to school improvement. The study recommends that leadership training is offered, that communication channels are strengthened and stakeholder engagement is enhanced. The findings contribute to understanding distributed leadership in South African contexts and provide valuable insights for schools seeking to implement similar leadership models.
Keywords
Distributed Leadership, School Improvement, Educational Leadership, South Africa, Secondary School, Qualitative Research, School Management, Collaboration, Decision-Making, Stakeholder Engagement, Leadership Development