Perception of District Quality Assurance and Standards Officers on Leadership Styles of District Education Officers in Kenya
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Date
2012
Journal Title
Journal ISSN
Volume Title
Publisher
problems of education in the 21stcentury
Abstract
Leadership in the public sector is a key variable that is expected to propel the achievement of Vision 2030.
This is indeed crucial in the Education Sector which forms the basis of the social pillar of Vision 2030.
The DEO and the DQASO are line managers with a primary role in policy implementation in the Ministry
of Education. The purpose of the study was to investigate the perception of District Quality Assurance
and Standards Officers towards the leadership styles of District Education Officers. The study established
the characteristics of DQASOs, the leadership styles of the DEOs and identified the perceived challenges
of DQASOs in Kenya. The study was guided by the Learning Organization theory of Peter Senge 1990
which emphasizes the need for involvement in decision making of those who carry out decisions for
greater understanding and commitment.
Descriptive survey design was used and the study sample included a total of 29(10%) District Quality
Assurance and Standards Officers (DQASOs) drawn from a population of 287 DQASOs from the 287
Districts in Kenya. The researchers made use of DQASOs who were attending the tenth 2011 Senior
Management Course drawn from across Kenya as respondents. A questionnaire for DQASOs was
designed to facilitate data collection. The study established that autocratic leadership style was dominant
in most District Education offices with little consultation, teamwork and communication since the DEOs
unilaterally made decisions and rarely accepted advice and criticism from members of staff. The DEOs’
personal traits greatly influenced their leadership styles. The DEOs were perceived to be unsupportive
and rarely provided a conducive environment that motivated the staff. Most DEOs were not committed
to supporting quality assurance and standards programmes in most Districts. The study recommended
that the DEOs should integrate and employ varied leadership styles in management of education and
delink their personal traits from office management. Clear communication channels between DEOs and
staff should be established involve senior staff members in decision making. The DEOs should support
Quality Assurance and Standards Programs in the Districts and provide a conducive environment for
staff motivation.
Description
Journal Article
Keywords
leadership styles, perception, quality assurance.