Managing for Learning: Head Teachers' Communication, Leadership, and Labour Relations in Ubungo Public Primary Schools, Tanzania

Julieth Ulomi; Prospery M. Mwila

doi:10.61227/33xaew35

Authors

Julieth Ulomi Educational Officer Ubungo Municipality
Prospery M. Mwila Saint Augustine University of Tanzania

DOI:

https://doi.org/10.61227/33xaew35

Keywords:

head teachers, managerial practices, instructional leadership, communication, labour relations, teaching and learning, Tanzania

Abstract

Effective headship coordinates instruction, people, trust, and organizational conditions, yet evidence from Tanzanian public primary schools remains limited. This study examined the perceived influence of head teachers' managerial practices on teaching and learning in Ubungo District. Its main objective was to assess how communication, leadership, and labour relations jointly support classroom work. A mixed-methods approach and convergent parallel descriptive design were employed. The sample comprised 179 respondents: 170 teachers and nine head teachers. Schools and teachers were selected randomly, while head teachers were purposively selected. Structured questionnaires, semi-structured interviews, and documentary review generated data. After official access and informed consent, both strands were collected concurrently and integrated during interpretation. Frequencies and percentages summarized questionnaires, while interview and documentary evidence were analysed thematically. Objective-based instrument development, expert review, piloting, standardized questioning, and triangulation supported validity, reliability, and credibility; the achieved reliability coefficient was not reported. Confidentiality, voluntary participation, withdrawal rights, and academic-only data use were observed. Findings showed strongest approval for instructional supervision (71.7%), participation in decision-making (70.6%), teamwork (68.2%), and professional-development support (67.7%). Weaker areas included clear communication of school goals (43.5% positive), fair conflict management (41.2%), fairness in leadership (47.1%), and a supportive working environment (47.7%).

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