Doctor in Education (Ed.D.)

This paper presents the findings of two multiple-case studies on the perceptions of principals and teachers towards strategic leadership in reference to the Quality Rating Scale (QRS) for preschools in Singapore. The study comprises of six individual cases involving 6 principals and 18 teachers from preschool centres managed by two non-profit anchor operators. The purpose is to understand how the principals and teachers conduct and relate themselves with the strategic leadership component found in the QRS criteria. There were two main leadership models used for theoretical guidance: the Leithwood’s transformational leadership model and the strategic leadership component in Bleken’s model of leadership for early childhood care and education (ECCE), as this study also seeks to find how the participants make sense of strategic leadership in view of the transformative elements found in the QRS.

The qualitative interview data were transcribed, coded and thematically analysed. The results showed no indication that the participants were aware of any intersecting transformational elements. Their views of strategic leadership in the QRS were generally simplistic.

On the group level, the generated themes showed that some principals and teachers shaped their ideas about strategies and strategic leadership mainly from, and in accordance to their respective mission/vision/values frameworks. There were variations though, in their articulations, enactments and attributions of strategic leadership roles. Findings also revealed that leaders in decentralised environments were more attuned to their environmental conditions when shaping strategies. Those in centralised settings, on the other hand, tend to rely on the higher management for strategic directions.

This study found transformational elements in the mission/vision statements of participants, with the performance tools they use and in their general understanding of terms like strategic thrusts. Thus, the participants conceived these transformational dimensions as part and parcel of strategic leadership. This study recommends further research that will examine more closely the interrelatedness of the transformational, transactional and strategic elements in the SPARK/QRS. Perhaps, future findings may predict which between a centralised or decentralised approach is more compatible to meeting the demands of the SPARK and other associated standards.