Edgar Fidel Nderego

This study investigated the challenges facing head teachers in providing leadership support for the implementation of the Competence-Based Curriculum (CBC) in public primary schools in Muleba District, Tanzania. The study was guided by one specific objective: to identify the challenges faced by head teachers in providing leadership support for CBC implementation. Grounded in Hallinger and Murphy's (1985) Instructional Leadership Theory, the study adopted a pragmatic paradigm with a convergent parallel mixed-methods design. The target population comprised 2,166 individuals from 237 public primary schools. Data were collected using structured questionnaires from 112 respondents (100 classroom teachers and 12 heads of schools), semi-structured interviews with head teachers and one School Quality Assurance Officer, and document review. Quantitative data were analysed using descriptive statistics through SPSS Version 22, while qualitative data were analysed thematically following Braun and Clarke's (2006) framework. The findings revealed seven interconnected challenges: inadequate CBC training for head teachers themselves (84.8%), inadequate funding preventing leadership support (81.3%), heavy administrative workloads (76.8%), unclear government support (76.8%), financial constraints generally (67.9%), overcrowded classrooms (64.3%), and teacher resistance to CBC changes (52.7%). The study concluded that head teachers' effectiveness in leading CBC implementation is systematically undermined by systemic factors beyond their control. The study recommends mandatory CBC training for head teachers, reduction of administrative workloads, increased capitation grants with CBC-specific allocations, clear national implementation guidelines, and investment in school infrastructure.

This study examined how classroom observation by school leaders influenced teachers’ effectiveness in lesson preparation and presentation in public secondary schools in Kyerwa District Council, Kagera, Tanzania. The study was guided by the pragmatist paradigm and employed a mixed-methods approach using a convergent parallel research design. A sample of 87 respondents was selected through stratified random, simple random, and purposive sampling techniques. The sample size was determined using Yamane’s (1967) formula (n=N/[1+N(e)^2]). Quantitative data were collected using structured questionnaires and classroom observation checklists, while qualitative data were collected through semi-structured interviews. Quantitative data were analysed using frequencies, percentages, means, correlation, and regression analysis, whereas qualitative data were analysed thematically. The findings indicated that classroom observation by school leaders contributed to teachers’ effectiveness in lesson preparation and presentation through professional feedback, identification of instructional weaknesses, guidance, and follow-up support. The findings further showed that regular and constructive classroom observation enhanced teachers’ preparedness, organisation of lesson content, use of teaching and learning materials, and classroom presentation practices. However, inadequate time, limited follow-up, and competing administrative responsibilities constrained the effectiveness of classroom observation. The study concluded that systematic, supportive, and constructive classroom observation was an important instructional supervision practice for improving teachers’ effectiveness in lesson preparation and presentation. The study recommended that school leaders and education authorities should strengthen regular classroom observation, professional feedback, and follow-up mechanisms to promote continuous improvement in teaching practices.

This study assessed the extent of instructional supervision practices among head teachers in public primary schools in Kibondo District, Tanzania. The study was guided by the positivist research paradigm and employed a mixed-methods approach using a convergent parallel research design. A total of 294 participants were involved in the study, comprising 12 head teachers, 272 primary school teachers, 9 Ward Education Officers (WEOs), and 1 District Education Officer (DEO). Head teachers, WEOs, and the DEO were selected using purposive sampling, while primary school teachers were selected through simple random sampling. Quantitative data were collected using structured questionnaires administered to teachers, while qualitative data were obtained through interviews with head teachers, WEOs, and the DEO. Documentary review was also used to examine supervision schedules, classroom-observation records, lesson-plan monitoring records, and teachers’ feedback records. Quantitative data were analysed using the Statistical Package for the Social Sciences (SPSS) through descriptive statistics, particularly means and standard deviations, while qualitative data were analysed thematically. The findings revealed that instructional supervision practices were generally implemented at low to moderate levels. Maintaining written supervision records received the highest rating (M = 2.80, SD = 1.40), followed by organising school-based professional development (M = 2.65, SD = 1.40) and encouraging peer observation and mentoring (M = 2.61, SD = 1.44). In contrast, classroom-focused activities recorded relatively lower ratings, including reviewing teachers’ schemes of work (M = 2.26, SD = 1.51), classroom observation (M = 2.27, SD = 1.48), checking lesson plans (M = 2.29, SD = 1.47), and monitoring continuous assessment practices (M = 2.29, SD = 1.53). Qualitative and documentary evidence indicated that competing administrative responsibilities, staffing constraints, and other school-level demands constrained the consistent implementation of classroom-focused supervision. The study concludes that instructional supervision was implemented unevenly, with relatively greater emphasis on administrative documentation and professional development activities than on direct classroom-focused supervision. The study recommends strengthening head teachers’ instructional leadership competencies, reducing competing administrative workloads, addressing staffing constraints, and establishing systematic mechanisms for regular classroom observation, constructive feedback, professional development, and follow-up of instructional practices.