CAMEROON PROFESSIONAL STANDARDS FOR EDUCATIONAL LEADERS Supporting leadership, management and administration development

Authors

  • Frederick Ebot Ashu Department of Educational Foundations and Administration, Faculty of Education, University of Buea,
  • Richard Motale Etongwe Department of Educational Foundations and Administration, Faculty of Education, University of Buea
  • Christopher Ntang Fuaty Department of Educational Foundations and Administration, Faculty of Education, University of Buea

DOI:

https://doi.org/10.47604/ijlg.1428
Abstract views: 432
PDF downloads: 419

Keywords:

Educational Leadership and Administration, Policy Studies, Professional Standards, Educational Leaders, Cameroon

Abstract

Purpose: Effective leadership is about executing the organisation's vision (or redefining and improving it, in some cases), setting direction and the culture for that particular organization, developing people, engaging communities, and creating conditions for successful teaching and learning. But what does that leadership management and administration look like? The recently updated Cameroon Professional Standards for Educational Leaders (CPSEL) identify what an educational leader must develop the ability to Influence Others, Transparent to an Extent., Encourage Risk-Taking and Innovation, Value Ethics and Integrity, Balance Hard Truths with Optimism and do their job effectively in order to demonstrate and sustain effective leadership in today global society.

Methodology: There are a number of essential understandings about the Standards that merit attention, since the Standards are based only on literature review and policy analysis evidence. The reality is that the Standards were never designed to be constructed using only literature and policy analysis findings. To be sure, a large portion of the Standards rest on the best available documental analysis of literature and policy documents governing educational leadership and administration. At the same time, the creation of the Standards was predicated on the conclusion that other empirical materials need to be employed in the building process of educational leadership; management and administration standards supporting educational leader’s development in Cameroon.

Findings: The CPSEL maintain the same basic footprint of the original standards, emphasizing: Development and Implementation of a Shared Vision and  core values of sustainable leadership, Mission, vision and core values of sustainable leadership, Good Governance, Ethics and Professional knowledge and interpersonal skills, Equity and Cultural Responsiveness, Curriculum, Instruction and Assessment, Community Engagement, Recruitment and Selection, School Leaders, Teachers, Students and Community Development, Professional Learning Community for School Leaders and Teachers, Financial Management, Succession Planning, School Improvement for the Future. Elements and indicator examples for each of these standards are included to further define leadership.

Unique contribution to theory, practice and policy (recommendation): The paper concludes with elements of all of the leadership standards are organised into inter-related categories with Professional Values and Personal Commitment at the heart of development. These standards emphasize equity, diversity, access, equal opportunity, and empowerment for students, educators, and all members of the educational community as they work together to ensure that all educational practitioners are ready for educational leadership career. CPSEL framework serves as a foundation for educational leader’s preparation, induction, professional learning, and evaluation.

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Author Biography

Frederick Ebot Ashu, Department of Educational Foundations and Administration, Faculty of Education, University of Buea,

Senior Lecturer

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Published

2021-12-10

How to Cite

Ashu, F. ., Etongwe, R. ., & Fuaty, C. . (2021). CAMEROON PROFESSIONAL STANDARDS FOR EDUCATIONAL LEADERS Supporting leadership, management and administration development. International Journal of Leadership and Governance, 1(2), 32 – 75. https://doi.org/10.47604/ijlg.1428

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