اسلامی ریاست میں قومی قیادت کے اصول

To serve humanity and nation leadership is a noble and glorious position. Sensible, talented, honest and true leadership not only works honestly with dedication and commitment in solving internal and external challenges, but also plays a key role in the development of peace and prosperity in society. Due to the lack of spirit and training of the people, especially of the younger generation, these incompetent leaders succeed in befooling many people and it transferred from generation to generation, in order to change this scenario, education and training of the young generation is urgently needed. True spirit of leadershipcan be promoted by creating sincerity, awareness in students in the light of Islamic teachings. This article focuses on the Islamic attributes of leadership through which a person can have opportunities to transform social system by bringing reforms and development in social system to perform the duties by guiding and governing people with the noble aim to serve humanity according to modern requirements in the light of the teachings of holy Prophet.

Comparison of Leadership Practices of Principals of High and Low Performing Higher Secondary Schools in District Lahore

School principals play very important role in the progress of educational institutes. Effective school leadership practices are necessary for students? performance as well as for school improvement generally. The principals or heads set the quality and morale of the schools by which they influence the teachers and pupils. Purpose of the study was to compare the leadership practices of the principals of high and low performing higher secondary schools. The study was quantitative and the survey method was used. Principals of higher secondary schools of district Lahore were the population of the study. Total population has been taken for data collection, the researcher has done census for this study. There were total 25 higher secondary schools in district Lahore. In each school, one principal is performing his or her duties as a leader of the school. Ten principals were from high performing schools and ten were from low performing schools. High and low performing secondary school were categorized on the basis of students? matriculation results for the year 2017 of Board of Intermediate and Secondary Education, Lahore. Schools? matric results with 80% and above were considered as high performing schools and less than 80% were considered as low performing schools. An adapted questionnaire was used for the purpose of data collection. Questionnaire was comprised on two parts, demographic information of respondents and 35 close ended questions defining leadership practices of higher secondary schools? principals. The data were analysed by using statistical techniques such as mean, standard deviations and independent sample t-test. Major findings of the study show significant difference between the opinions of high performing higher secondary schools? principals and low performing higher secondary schools? principals on all these factors; a) developing school vision, b) promotion of collaborative school culture, c) distribution of leadership responsibilities, d) involvement and consultation with staff, e) establishment of interpersonal relationship, f) instructional and mentoring support, and g) professional development. The collaboration and consultation with staff is the key to success for high performance of higher secondary schools so, it is recommended to the low performing higher secondary schools? principals to enhance their collaboration and consultation with their staff members.