The entrepreneurial leadership practices of Malaysian secondary school principals in fundraising

Abstract

The reduction of funding allocation for school operations occurs in the education administration yearly. It is a notable fact that schools around the world are facing challenges in school funding as it affects the school’s operation. As a result, the performance of school for the long term would not be a primary concern in the future. Schools in Malaysia are not exempted from this issue as it is one of the main concerns in the centralized schools of this country. Generally, as the number of schools is increasing and a corresponding decrease takes place in centralized funding, it is vital for school principals to find alternatives for fundraising. Following a growing pattern of decentralization of school policies, entrepreneurial leadership currently begins to make an appearance in the education system through the transformation it creates in schools. However, there is insufficient discussion regarding the practices of entrepreneurial leadership and the abilities of entrepreneurial leaders in centralized schools. This study aims to identify the practices performed by centralized school principals to implement entrepreneurial activities in two schools selected for this study, which consisted of two different demographic backgrounds, districts, and locations. It investigates the entrepreneurial leadership practices performed by the Malaysian school principals in fundraising activities. The roles of the school principals as entrepreneurial leaders were identified based on their peers and other school staff who gained the experience of working under those principals. The various fundraising practices of the entrepreneurial leaders of both of these schools are examined within this crucial and challenging environment, followed by a discussion of how the school administrations deal with the external parties to obtain school funding. This study contributes to the field of educational administration by analysing the current fundraising practices of entrepreneurial principals of centralized schools in Malaysia.

School Principal's Of Educational Resources, Geographic Conditions, Demographic Conditions, Economic Conditions, Population Capaticy on Junior High School Gross Participation Rate

“…If the relationship between the school and the community goes well, a sense of responsibility and community participation in advancing the school will also be good. In addition, when implementing entrepreneurial leadership, the school principal needs to be open with outsiders (Thornberry, 2006;Lunenburg, 2010), because it is not something good for the educational process to isolate themselves (Ghazali et al, 2020). In order to create a good relationship and cooperation between the school and the community, the community needs to know and have a clear picture of the school concerned.…”

“…Entrepreneurial leadership is one of the best abilities that can develop and maintain the existence of an organization (Kuratko, 2007;Goossen, 2013;Leonard, 2013;Koryak et al, 2015). In addition, the ability of the entrepreneurial-based principal to help fund schools is rarely a concern (North-West University, Xaba, and Malindi, 2010;Yemini, Addi-Raccah and Katarivas, 2015;Ghazali et al, 2020). According to Ghazali et al (2020), Funding shortages in schools are common in developing countries.…”

“…In addition, the ability of the entrepreneurial-based principal to help fund schools is rarely a concern (North-West University, Xaba, and Malindi, 2010;Yemini, Addi-Raccah and Katarivas, 2015;Ghazali et al, 2020). According to Ghazali et al (2020), Funding shortages in schools are common in developing countries.…”

Entrepreneurial leadership behaviour of primary school principals across Europe: a comparative study

“…, 2015), whereas the vertical axis reflects the activist versus catalyst environment. The two axes create four quadrants, each representing a different set of ELB (Figure 1) (Ghazali et al. , 2022; Pihie et al.…”

“…Externally, integrator leadership behaviour (INT) refers to leaders who communicate their organisational vision to their members and encourage entrepreneurial thinking, risk-taking, open communication and the sharing of ideas with other organisations, thus ensuring appropriate resources. A more holistic ELB is general entrepreneurial leader behaviour (GEL), through which principals apply the entrepreneurial approach in the work context, encourage and support the staff in adopting innovations, change strategies and taking risks, thus developing an “entrepreneurial orientation” (Ghazali et al. , 2022; Pihie et al.…”