Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.618824
Title: Solution-focused leadership : a qualitative inquiry into how Saudi school leaders perceived the solution-focused approach as a way of leading schools in Jeddah, Saudi Arabia
Author: Ba Hwireth , Hani
Awarding Body: University of Bristol
Current Institution: University of Bristol
Date of Award: 2013
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Abstract:
This research investigates how Saudi school leaders perceived and experienced the solution-focused approach (SFA) as a way of leading schools in Jeddah, Saudi Arabia. It explores how SFA, which has its roots in Western family therapy, could be adopted in an educational and school leadership context in Saudi Arabia. The study has been guided by three research questions: (1) How do Saudi school leaders perceive SFA as a way of leading their schools? (2) To what extent is SFA congruent with approaches to educational leadership? and (3)To what extent is SFA congruent with Saudi culture? These questions were answered using a qualitative approach, concerned with contextual meaning, in-depth understanding, and reflecting on social constructionism. Eleven Saudi school leaders, who were not familiar with the concept of SF A, were trained in it and given a period of time to implement this approach in their schools. They were then interviewed in order to gather their accounts of how they perceived SF assumptions and skills as a way of leading from a Saudi cultural perspective. The research revealed that SFA enabled the participants to move from a 'telling' to an 'asking' approach and from 'focusing on problems' to ' focusing on solutions'. This shift from leading by telling to leading by searching for solution focused questions was crucial because the participants were used to commanding, controlling and solving their schools' and others' problems. Adopting the SF leadership approach enhanced working conversations, relationships, responsibilities and a positive use of language and the school climate became more optimistic. SF A was considered to be culturally appropriate because it did not deliver prescribed solutions other than those constructed by the local people in their own contexts. In conclusion, SFA as a leadership approach was perceived as positive, simple and practical.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.618824  DOI: Not available
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