Relatively little systematic research has been undertaken on the role of the principal/headteacher in developing countries. In this study six headteachers of government and non-government secondary schools in Karachi were interviewed in depth and five completed diaries of their activities for one week. The study drew upon Rosemary Stewart's analysis of management roles in terms of the demands and constraints which are placed upon managers and the ways in which available choices are exercised by them. Significant differences were found both between and within government and non-government sectors. This paper describes these findings and explores their implications for educational change.
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