IntroductionThe significance of effective strategic management in educational organizations has been highly valued since learning institutions are more successful in offering excellent education to their students and pupils if they are properly managed. The introduction of self managing learning institutions has increased the significance of effective management of learning institutions. This is due to the fact that institutions have taken responsibility for several functions that were in the past undertaken by regional, local and national government. Effective strategic management in educational entails financial and staff management and since educational organizations have direct responsibility for several aspects of management, it is the responsibility of leaders to implement strategic approach that will integrate several aspects of management to establish and accomplish goals.
However, leadership in education has been challenged by the expanding autonomy of colleges and schools which has placed different and new responsibilities on educational leaders, especially in relation to their capability to handle strategic matters and how to incorporate both genders in leadership positions. Challenges in strategic management in educationDifferences in leadership stylesStrategic management in education is confined to the principal or chief executive and people responsible for the development of the curriculum and pastoral care of the students.
These managing groups are faced with the challenge which the type of leadership style to use because different styles of leadership suit diverse groups in different situations. For instance, the style of leadership that may be most suitable to a certain institution might not work well in another school. The style of leadership suitable to a properly integrated primary school that has ten teachers is diverse from that found in a properly managed college with hundreds of lecturers who are divided in different faculties, offering educational services to a variety of adult students.
Nevertheless, there are several dimensions of proper leadership that are universal to leadership within an educational environment and amid these are the significance of visions, the gains of transformational leadership and the ethical or moral aspect of leadership in education (Coleman, & Bush, 50). Leadership successionLeadership succession is a challenge facing leadership and strategic management in education. There is usually a domino impact for leadership positions in education when abrupt vacancy triggers a shift in numerous principal or other leaders which results to disruption of multiple school communities.
Other than selecting a grooming leader to fill the vacant position, the urgency to quickly fill the gap might not produce a candidate with the excellent fit for the school leadership context (Hart, 279). Some institutions also frequently rotate leaders, with little consideration to leadership context and the institution improvement progress of the current leadership and its efficiency in management of teachers and student performance. Therefore, a thorough selection procedure can assist to get the appropriate person in the suitable institution, but planning of leadership succession must take a prolonged view to placement of leaders and become a portion of any learning institution for recruitment and selection of leaders (Duke, 170). Leadership of autonomous schoolLeadership of autonomous school has offered a challenge in the form of leadership to be used because it requires an increase in effectiveness and efficiency of autonomous institutions.
Considering leadership in an autonomous school, it is important for educational leadership to self manage their institutions based on the benefits for learners in terms of the gains in the learning outcomes.
Therefore leaders are faced with increased responsibilities of managing the school and this links the increased to the probability that leadership will tend to move towards a transformational, empowering model (Caldwell, & Spinks, 70).