Using Founder’s syndrome to explore leadership in one Zimbabwean school funded by tourism

Abstract

In Zimbabwe, a range of actors are involved in education due to ongoing challenges of resourcing and funding schools. There are complex socio-political arrangements that result from private–public partnerships in the education system. Some schools are created and funded by individuals, and little is known about the tensions these funding structures create for school leaders and teachers. This qualitative study examined one school in Matabeleland North, using semi-structured interviews and observations across one term. It argues there are complexities created through the position of being a school ‘founder’ that shape a school’s administration and leadership structures. Using the example of the school principal's role and two tensions that result from relationships between the principal and school founders, this paper argues that more attention needs to be made towards the arrangements of school funding and the conflicts and tensions that result from complex relationships of power between school founders and teachers.