Headteacher development through nonlinear coaching and coaching psychology

Abstract

This study explored how a non-linear coaching model can be used to develop headteachers in South Africa on their learning journey. The case study explores through qualitative data how senior leaders in schools were able to reflect on their learning through the use of a non-linear coaching model to deepen their understanding of senior leadership, and how they strategically needed to consider the needs of their school, as well as the learners and teams within their schools. A qualitative research approach was used, with data from semi-structured interviews thematically coded through the use of Braun and Clarke’s (2006) six phase model. Key learning from the project is that a collaborative professional approach, facilitating effective learning conversations through a non-linear model, ensured that leaders were able to develop a deep understanding of their contexts and were able to engage with key strategic decisions making processes in a safe, trusting learning environment.