| Yhteenveto: | Leadership is considered very pivotal in institutions and no single leader can boss of executing leadership alone. In spite of the fact that shared leadership ideology can be dated as far back as 1920s, there has been multitude of supposition regarding shared leadership tenets and how it can be enacted in institutions.
The intent of this quantitative study is to assess the applicability of shared
leadership, by unlocking the key enablers and barriers of shared leadership needed for school improvement in Cameroon. The study makes use of a questionnaire for data collection and samples the opinions of 207 school professionals from secondary and high schools in Buea Municipality, Cameroon.
After computing the means, standard deviations, and reliability of the various
shared leadership tenets, most of the school professional’s views were tilted towards school principal development of collaborative culture. Also participants recognized that formal school heads need to orchestrate for teachers involvement in essential decision
making and also given opportunity to initiate change in school. Personnel also exercised
strong hold of social support, common vision and goals and highlight that shared personal practice is weak.
In conclusion, the void in this piece of art can be filled via alternative route which is carrying out a qualitative exploratory study approach on how impediments of shared leadership can be uplifted.
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