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    Delegering as 'n bestuurstaak van die skoolhoof as middel tot bestuursontwikkeling in die spesiale skool

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    Giessing_FJC.pdf (3.843Mb)
    Date
    1987
    Author
    Giessing, Frederik Johannes Coenraad
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    Abstract
    In this research on "Delegation as a managerial task of the principal as a means of management development in the special school", it is explained that principals in special schools should provide for the training and development of their deputy-principals and the heads of departments. There is no question that special school leadership demands a person with varied skills and knowledge. The special school as an organization has certain perculiarities which post particular problems of management on its leaders. Leadership development should take place in the organization to which the principal and his potential leaders are subjected. To deal with the problem of the high demands on educational leadership, the principal should realize that delegation provides substantial benefits. Indeed effective delegation is based on the premise that both principal and his subordinates will benefit and also achieve educational aims more effectively. Through effective delegation a special school's principal can ease his own responsibilities of management and improve his own effectiveness as a professional leader. Through delegation the principal should identify, evaluate, develop and utilize his potential creative leaders. Principals need creative subordinates (leaders) to help carry out their professional and managerial responsibilities and authority. Delegation to develop educational leaders in the management of a special school benefits potential leaders by providing enriching and challenging experiences. By training and developing these leaders to perform high-level tasks, the principal prepares them for more responsible positions and provides a backup for himself in case of emergencies. If principal ship in the special school is to survive as a viable, dynamic position in education, then it is imperative that further research be planned on how best to prepare and continually update the development of special school leaders in future.
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    http://hdl.handle.net/10394/8752
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    • Education [1290]

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