Efficiency of school performance from experiential learning through distributed leadership in the selected Lower Secondary Schools in Bhutan

Abstract

Distributed leadership sees all members of the staff in a school as expert in their own right. However, there were no studies done in Bhutanese schools on how efficient distributed leadership worked in improving the school performance. An experiential learning process of distributed leadership was undertaken as a case study in two Lower Secondary Schools wherein the author had taken-up the position of school leader. Structured questionnaires and focused group discussions from the selected Lower Secondary Schools in Bhutan were considered to explore effectiveness of distributed leadership. Study findings indicated increased awareness of distributed leadership and effectiveness in improving the overall school performance. Experiential learning processes of the distributed leadership from the two Lower Secondary Schools demonstrated significant overall performance based on sets of assessment guidelines of the school. The scope of this study was limited to selected lower secondary schools only, and similar studies could be undertaken in the Middle and Higher Secondary Schools in Bhutan.