IAFOR Journal of Education

Volume 6 – Issue 2 – Summer 2018

School Administrators’ Competencies for Effective English Language Teaching and
Learning in Thai Government Primary Schools
Singhanat Nomnian
Mahidol University, Thailand
Thithimadee Arphattananon
Mahidol University, Thailand

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Abstract
This study aims to explore school administrators’ insights into the key competencies that play
an important role in achieving success in English language teaching and learning at government
primary schools in Thailand. The study employed semi-structured interviews with six school
administrators, including four principals and two head teachers of foreign language
departments from Bangkok and five regions in Thailand. Based on SEAMEO INNOTECH’s(2015) Success Competencies of Southeast Asian School Heads, the results reveal that school
administrators’ essential competencies include strategic thinking and innovation, managerial
leadership, instructional leadership, personal excellence, and stakeholder engagement. These
competencies are overlapped, interconnected, and underpinned by complex factors including
school administrators’ visions and administrative policies, English as a medium of instruction,
Thai teachers, foreign teachers, teacher professional development, students’ learning
behaviors, learning materials and ICT, English language development activities, family
engagement, and the strong support of the Ministry of Education. These factors are notmutually exclusive; they are, rather, interwoven in the sophisticated educational networks that
require consistent and mutual collaborations from all relevant stakeholders who will gear the
students towards English language learning success. School administrators’ competencies andleadership skills should be enhanced for effective administration. Professional learning
community partnerships need to be initiated and strengthened for long-term collaborations inorder to enhance sustainable development of English language teaching and learning in primaryeducation in Thailand.
Keywords: competencies, English language teaching and learning, government, primaryschools, school administrators

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Introduction
English, one of the designated foreign languages core curriculum documents, is a compulsory
and foundation subject for all Thai students at government primary schools in Thailand.
Primary education students’ acquisition of English as a foreign language (EFL) can provide a
crucial stepping stone for their English proficiency development and intellectual growth. From
Nomnian’s (2013) review of the 2008 Core National Curriculum with regard to English
language education policies, there are a number of changes and challenges both internal andexternal that require development in the school curriculum, language education policies andteaching approaches in order to meet national and international standards for the success ofThai primary school students.
It is undeniable that primary education provides a strong foundation for English acquisition inorder to promote higher English proficiency and instill positive attitudes towards English forprimary school students. Thai primary school students’ English language proficiency andperformance is assessed against the standardized Ordinary National Educational Test (O-NET)
under the supervision of the National Institute of Educational Testing Service (NIETS), which
can demonstrate school accountability, promote school competition, monitor students’ learning
outcomes, assess education quality levels, and meet with related educational standards criteria(UNESCO, 2014). However, O-NET English results have revealed primary school students’
low English proficiency for nearly the past decade (see Figure 1).

38.37

36.99

31.75

36.61
31.42

32.88

2013

2014

31.11

32.73

32.54

2017

Mean

20.99

2009

2010

2011

2012

2015

2016

Figure 1: Average Scores of O-NET English for Primary Education (Grade 6) 2009-2017(Data Source: National Institute of Educational Testing Service)
Figure 1 chronologically illustrates fluctuations in primary school students’ annual averagescores in English which have not exceeded the national expected minimum of 50 points out of100. These scores are indicative of the undesirable outcomes and unmet goals of English
language teaching and learning at primary school education in Thailand. Prapphal (2008)
argues that educational quality and standards at various stages in the teaching and assessment
process can be achieved by enabling teachers, learners, administrators and stakeholders, or end
users to recognize the purposes, nature, benefits and drawbacks of each testing and assessment
method when evaluating English language learning outcomes.

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There are challenges encountered by Thai teachers who have low language proficiency and noprior training in the learner-centered and communicative language teaching approaches,
underpinned by certain impeding factors such as teacher, learner, institutional, internal andexternal factors (Tongpoon-Patanasorn, 2011). Nomnian’s study (2012), for instance, claims
that Thai primary school English teachers who have not majored in English prefer “standard”
or “native-like” English pronunciation to teach students. In addition, these teachers experiencechallenges in teaching primary school students whose language learning behaviors, inhibitions,age, parental dependence, ethnicity, and linguistic differences hinder the students’ English
proficiency development (Nomnian, 2012).
Kaur, Young, and Kirkpatrick (2016) suggest the following five strategies to improve English
language teaching in Thailand: learning English informally through print media, the Internet,
radio and television; engaging teachers in educational planning at a national level; establishinga network for local English teachers to organize seminars, presentations and training sessions
for other teachers to gain English knowledge and skills; expanding bilingual schools byrecruiting qualified foreign teachers; and increasing teachers’ salaries based on their English
skills and teaching abilities. It is also important to be aware of English as a lingua franca (ELF),
which is the official working language of ASEAN. English teachers should employ more
realistic and practical teaching approaches among Thai primary school students who willcommunicate with other non-native speakers within the Southeast Asian region.
Although pedagogical implications have been suggested to enhance English language teaching
and learning at primary school education, Thailand’s language education policies have been
relatively inconsistent due to political instability. Under the current government led by Prime
Minister General Prayut Chan-o-cha, there have been a number of initiatives such as bootcamps and digital English resources and innovations to boost English skills and proficiency for
all education levels in Thailand. Part of the impetus is because English is agreed by the
Association of Southeast Asian Nations (ASEAN) member nations to be a working language
within Southeast Asia, and the Thai government is highly aware that to gain internationalpresence and be competitive within the region, English language education needs to be
introduced from primary school levels.
Baker and Jaruntawatchai (2017), however, argue against the over-emphasis of English
language education policies underpinned by native-speaker ideology and Anglo-centric models
of English. In early 2016, the government used its special administrative powers to thecentralized educational system by promoting a more top-down management model that wasclaimed to ease policy implementation in spite of the red tape, bureaucratic, traditional, andhierarchical structure (Oxford Business Group, 2016). Located in EFL academic settings,
educational institutions in Thailand should promote English-medium instruction and mediatedteaching materials (Forman, 2016). The Education Minister, Teerakiat Jareonsettasin, has set
a new standard for English teaching and learning based on the Common European Frameworkof Reference for Languages (CEFR). CEFR is an international standard for assessing teachers’
and learners’ English language abilities by striving for all Grade 6 (Prathom Suksa 6) graduatesto achieve the A2 level (pre-intermediate level) with frequently used expressions, and to beable to express themselves in English in everyday situations within five years (Fredrickson,2016). Despite the fact that a large amount of the budget has been allocated for English
language teaching reforms, initiatives and innovations by the Ministry of Education (MoE),
students’ English proficiency is under-achieved (Kaur, Young, & Kirkpatrick, 2016).

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English language education policies, such as Thailand 4.0 proposed by the current government,
have been implemented nationwide at public primary schools. School administrators play anessential administrative role in educational policy implementation that can promote teaching
and learning capable of driving schools in a more effective direction in order to meet thenational education goals. Key competencies of school administrators’, including school
principals and head teachers, for effective English language teaching and learning are underexplored. Funded by the Office of Basic Education Commission (OBEC), this present study
aims to draw on school administrators’ perceptions of the competencies that lead to desirable
English language learning and teaching. Affected by the current political uncertainties andEnglish education reform, this study highlights key challenges and provides some practical
recommendations for the government and the Ministry in terms of educational policies,
planning, and administration for strengthening primary English language education in
Thailand.
Literature review
The conceptual framework of this present study draws on Success Competencies of Southeast
Asian School Heads: A Learning Guide, developed and proposed by the Southeast Asian
Ministry of Education Regional Center for Educational Innovation and Technology. The
framework (Figure 2) suggests five key competencies including strategic thinking andinnovation, managerial leadership, instructional leadership, personal excellence, andstakeholder engagement (SEAMEO INNOTECH, 2015).
Designed by Nomnian (2018)
Stakeholder
Engagement

Personal
Excellence

Schooladminister's
competencies

Instructional
Leadership

Strategic
ThinkingandInnovation

Managerial
Leadership

Figure 2: Five Competencies of School Administrators(Data Source: SEAMEO INNOTECH, 2015)
In terms of the competences, first primary school administrators must be equipped withstrategic thinking and innovation that accommodates with the rapid change of newtechnological advances in English language education. Kenan Institute Asia (2017) states that
Thailand 4.0 policy aims at promoting Thai primary school students developing 21st century
skills in English, digital literacy, and creativity in order to be a competitive workforce for
Thailand’s digital economy. An education advisor at the Primary Educational Service Area
Office in Nakhon Nayok province calls for school administrators and teachers to implement
innovative ELT pedagogies through Project-Based Learning (PBL) (Kenan Institute Asia,

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Volume 6 – Issue 2 – Summer 20182017). It is thus essential that English teachers must be supported by school administrators withappropriate teaching materials and resources for effective teaching and learning (Forman,2016).
Secondly, managerial leadership is essential for school administrators who need to leadacademic and support staff to meet the government’s vision and mission as well as the MoE’s
policies. Drawing upon Sakulsumpaopol (2010), school administrators must perform key roles
as follows: team building, professional development, curriculum leadership, community
partnership establishment, administration, creation of school vision and missions, effective
communication, collegial support, task delegation, monitoring and evaluation. In this study,
school administrators are crucial in administering and managing staff and resources to meetthe national education goals. It is, however, important to consider situated socio-cultural andpolitical influences that may affect school administration and performance. Establishing astrong collaboration among academic and administrative staff within the school can help
sustain the school goals.
The third competency regarding instructional leadership enables school administrators tomonitor and advise teachers’ pedagogical development. Borg, Birello, Civera and Zanatta(2014), for example, identify pre-service primary school English teachers’ beliefs about
effective EFL lessons as follows: lessons should have Content and Language Integrated
Learning (CLIL) content; parents should have opportunities to contribute to lessons; lessons
should employ new technologies; lessons should include interactive activities such as roleplays; lessons should use English as a medium of communication; the teacher’s role is to guide;
and, resources should include language-learning games, computers, and authentic materials. It
is advisable for all primary school teachers of English to receive continuous professional
development in order to keep up-to-date on relevant ELT methodologies (Borg et al., 2014;
Hayes, 2014; Uysal, 2012).
Personal excellence is the fourth competency related to school administrators’ recognition of
professional development for themselves and staff. English language teacher education is vitalto the promotion of effective ELT at primary school level. Uysal (2012), for example, statesthat effective educational reforms and productive change in in-service primary school teacher
education programs require an ongoing professional learning process with a follow-up
component by establishing collaborations among authorities or change agents, trainers, andtrainees at all stages of this professional development process. Teachers should be allowed toparticipate in and reflect upon what they learn, such as new techniques and methods throughdifferent models; be provided practical resources and materials; and be valued, and additionally
supported and monitored, in their own contexts in order to develop a sense of ownership of
their change process (Uysal, 2012).
Last but not least, stakeholder engagement is essential as school administrators have to meetthe needs of stakeholders including the Government, the MoE, communities, and parents.
Young learners are, of course, central to all stakeholders’ goals that aim to build their soundfoundation. As Hall (2014) notes, the increasing demand for English language learning at an
early age is underpinned by governmental obligations, parental expectations and nationaltargets. Hall (2014) addresses four principal reasons for the growth of Primary ELT, which are
due firstly to the widespread assumption that younger children are more likely to be successful
language learners; secondly, to the increasing globalization-driven demand for English; thirdly,
to government and policy-makers’ needs of English-speaking workforce for higher economic
gain; and finally, to parents’ expectations of their children to benefit from learning English.

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The conceptual framework of this study is related to both the Organization for Economic
Cooperation and Development (OECD) and the United Nations Educational, Scientific, andCultural Organization (UNESCO). OECD/UNESCO (2016) suggests four main aspects ofThailand’s education system that are crucial for progress: curriculum, student assessment,teacher and school leader policies, and the use of information and communication technologies(ICT) in education, which will potentially promote a high-quality education system that drives
socio-economic development in order to gain competitiveness in ASEAN community. These
aspects focus on the revision and improvement of curriculum standards for all students, assess
students across their full range of competencies being relevant for their life-long learning,develop a holistic strategy to prepare teachers and school leaders for education reform andimplementation, and create effective ICT strategies to equip all schools, teachers and students
for the 21st century skills and competencies (OECD/UNESCO, 2016).
Thailand’s Ministry of Education is a significant agent in developing school administrators,
teachers and students to meet targeted international standards through professional
development and sufficient resources, including teaching materials and ICT facilities forteachers and students (Rasyidah, 2017). Vungthong, Djonov and Torr (2017), for instance,
claim that, in 2011, the Thai government initiative called “One Tablet Per Child” (OTPC) was
not effective because there were pedagogical drawbacks regarding teachers’ roles in guiding
EFL learners to use tablets as a portable device for English language learning (p. 32). It is
important to note that, according to Hayes (2014), effective primary English language
education should be conducted by competent English-major teachers, teachers with positive
attitudes toward English, continual professional development mindset, stimulating themebased activities promoting genuine communicative language use, and considerable extra-mural
exposure to English through films and television programs in English that are subtitled rather
than dubbed into learners’ L1 in order to promote language competence across the education
system (p. 28).
Besides the education system, socializing processes such as access to social network, family
support and the positive influence of friends, directly and indirectly influence learners’
personal choices and engagement in interaction for language learning, which will in turn affectstudents’ motivation, and this can be seen not only in teacher-student relations but also instudent-student relations and in the informal out-of-class interactions in which learners engage(Dadi & Jin, 2013). Creating the school and family partnership can help both parties to monitor
learners’ physical, mental, social and academic growth by strengthening the relationships
between teachers and parents because their mutual support can effectively synergize learners’
English language learning (Nomnian & Thawornpat, 2015).
Although this conceptual framework categorizes each competency, school administrators needto employ appropriate competencies when performing certain administrative tasks. Thus, thesecompetencies are not mutually exclusive, but rather interconnected, overlapped, and contextdependent. This conceptual framework can potentially address and assess individual school
administrators’ competencies that are relevant for professional, institutional, local and national
levels. It is a meaningful, useful, and practical framework for this study because it can pinpoint
educational administrative issues for further improvement. Thai primary school administrators
can therefore evaluate their performance by themselves in enhancing students’ English
language proficiency and promoting the sustainable development of Thailand’s English
language teaching at a primary education context.

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Research Methodology
A qualitative study was employed as the research methodology in this study. Creswell (2009)
states that qualitative research offers a way to explore and interpret the meanings of social,
cultural, and political issues and problems. Therefore, to gain school administrators’
perceptions on meaning making of these underlying competencies in this study, a qualitative
research design can enable researchers to recognize particular competencies that surveys andstatistics may not bring to life since education is a complex and interwoven system that needs
a closer lens to examine it (Farnsworth & Solomon, 2013).
Six primary schools were purposively selected from exemplar schools that were representativesof each region in Thailand (i.e. Bangkok, Central, North, South, East, and Northeast). These
primary schools were chosen according to a range of criteria. First, they had to be government
schools under the supervision of OBEC. Secondly, students at the schools had to have gained
high achievements in O-NET English tests over the past decade. Thirdly, the schools had tohave been assessed according to the educational quality standards by Office for National
Education Standards and Quality Assessment (ONESQA) and gained a “high distinction” level.
These large-scale schools, with more than 1,000 students, were publicly well-known as they
were located in downtown areas of major provincial cities in each region. Parents were keen to
send their children to study at these schools as the students’ academic performance, teachers’
credentials and support were highly qualified and reliable. All of them also had classes such as
English and Gifted programs for academically competent and talented students, which were
not only financially supported by the government, but also parents associations.
Approved by the Mahidol University Ethics Committee in Social Sciences (MU-SSIRB) prior
to data collection, ethical issues were regarded in this study as the school administrators werehigh-ranking government officials whose identities had to be kept strictly confidential prior to
the data collection. The school administrators in this study preferred not to reveal themselvesbecause some information they gave might be traced back and could have adverse effects on
their positions and career paths. The researchers understood their concerns and confirmed forthem that their information would be treated with the greatest degree of security. Their names
would not be stated in any published reports, materials, and articles so as not to hint togovernment authorities or readers in any way.
Following confirmation of the ethical guidelines, the participants signed the informed consent
form and allowed the researchers to interview them at their schools. Having educational
administration degrees, the six school administrators, including four principals and two headteachers of foreign language departments, were highly competent with more than 20 years ofadministrative experience. Choosing administrative career paths, they moved from small tolarge-scale schools with a large number of students and staff, exceeding 1,000. Challenged by
the current government and national educational policies, they had to implement and carry out
the policies that meet the Ministry’s objectives, goals, and standards. The role andresponsibilities of school principals also included school performance, quality assurance,teacher supervision, resource and budget allocation, staff promotion, parents association, andcommunity outreach and engagement. Head teachers were more concerned with academic andlanguage subjects that had to meet the Ministry’s expected learning outcomes.
In this study, although the school principals were more accountable than the head teachers,
they worked closely together. For instance, the head teachers had to put ELT policies such as
the Communicative Language Teaching (CLT) approach into teaching practice. They were all58

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Volume 6 – Issue 2 – Summer 2018accountable for national policies and stakeholders’ expectations for the students’ academic
performance based on O-NET results. It is worth noting that there were two main processes
comprising top-down and bottom-up. The former focuses on policy implementation andassessment while the latter emphasizes the actual practices as a response to the policies. School
principals liaise between the MoE and fellow academic staff and students. Head teachers, on
the other hand, were rather practical and realistic as they had to work with teaching staff andstudents and gain feedback to be returned to the principals. Thus, their roles and responsibilities
were equally significant, leading to the effective teaching and learning of English.
Semi-structured interview was the main research tool used for data collection in this study
because the researchers could gain deeper insight into their real-world experience. They
influenced school administration and students’ academic performance as they made final
decisions and supervised overall planning and quality assessment. Interview questions weresequenced in terms of school information and background, government policies (theirimplementation and challenges), English language teaching and learning practices and successstories, parental and family support, government support, and further needs andrecommendations. Each interview lasted for an hour, was conducted in Thai, audio recorded,
then transcribed, translated, and validated by the researchers.
Braun and Clarke’s (2006) thematic analysis was employed in this study as it enables social
science researchers to examine people’s perceptions and interpretations of their meaning suchthat they might reflect the “reality” of their lived experiences, in particular the social contexts
in which they live. In this study, the perceptions shared by each school administrator would, tosome extent, reflect on key competencies impacting on the desirable outcomes of teaching andlearning at one’s school.
Results
Drawing upon SEAMEO INNOTECH’s (2015) Success Competencies of Southeast Asian
School Heads: A Learning Guide, the results of this study reveal five competencies including
strategic thinking and innovation, managerial leadership, instructional leadership, personal
excellence, and stakeholder engagement, which are shared by school administrators for
effective ELT in primary school education in Thailand.
Strategic Thinking and Innovation
Because of the government’s current policy of Thailand 4.0, school principals and headteachers are advised and encouraged to employ various kinds of technological devices andinnovations to enhance students’ English language learning. Schools should also be equippedwith sufficient computer facilities and Internet that can not only facilitate teaching practices,
but also promote ICT literacy in their students.
Extract 1
Every class is equipped with computer and Internet. Teachers are encouraged to promotestudents’ ICT skills for seeking knowledge and information on-line.
Extract 2
Our library offers English textbooks and subscribes to search engines that are made available
to students both off-line and on-line database.

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Extract 3
We try to allocate an IT budget sufficient for equipment ready for mediated on-line learningand teaching materials.
Both on-line and off-line teaching and learning materials have become essential learning
devices in 21st century classrooms for everyone. Schools that know how to utilize them will
gain a comparative advantage over other schools in terms of teaching effectiveness and updated
information that students can access anytime, anywhere (Hayes, 2014; OECD/UNESCO, 2016;
Vungthong, Djonov, & Torr, 2017). Yet, schools must allocate the budget wisely for effective
returns on teaching and learning.
Managerial Leadership
School principals play a significant role in envisioning the schools’ direction and policy
implementation. They need to lead by example and show that they sincerely care about theirteaching staff in order to attain school goals and objectives in terms of promoting students’English language skills and proficiency.
Extract 4
The school principal needs to be a leader in prioritizing and recognizing the importance ofEnglish in school. Instead of telling teachers to follow English language policies, the principal
has to monitor how teachers implement the policies and see whether the implementation iseffective.
School principals’ attitudes toward English are equally vital since they can provide analternative lens for seeing English as a communicative tool rather than a subject. In the schoolsthat participated in this study, principals stated firmly that English is valued as a learning toolthat helps gain knowledge from other subjects such as the sciences, mathematics, and social
sciences.
Extract 5
I would like see English as a tool for learning rather than a subject. English can be learned
through other subjects such as maths, science, and social sciences, which I think will be more
beneficial.
Besides possessing visionary leadership skills, principals need to have management skills for
issues such as foreign teacher salaries in order to meet the Ministry’s requirements. In
particular, for schools with an English Program, principals need to hire foreign teachers toteach most of the subjects, and that increases the school fees that parents have to pay.
Extract 6
In terms of the budget for recruiting foreign teachers, school fees according to the Ministry
regulations are no more than 70,000 baht a year -- that’s 35,000 baht per term. However, ourschool only collects from parents 25,000 baht per term; that equals 50,000 baht per year as abudget from which to hire foreign teachers.
Nevertheless, continual teacher professional development is a must for all teachers who shouldseek professional learning communities that can offer them opportunities to keep up-to-datewith current research and practices that allow them to feel empowered and meet other teacherswith whom they can share and learn from one another (Borg et al., 2014; Hayes, 2014; Uysal,

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Volume 6 – Issue 2 – Summer 20182012). Teacher professional development enhances effective teaching practices and heightens
teachers’ English competency, which eventually promotes students’ English achievement.
Extract 7
Our school is sponsored by ERIC (Education Resources Information Center) to provide
professional teacher training courses to our teachers and other schools in the area to improvetheir English language proficiency and skills.
Extract 8
Our school values teacher professional development. We usually support our teachers and coteachers to attend English language development training every year because they can improve
our students’ English proficiency.
Extract 9
I think teacher training is important; yet, it is also advisable to analyze factors impacting on
effective teaching and learning first, so teacher training courses will not be a waste of time,
and the Ministry can tackle the issues more directly. Otherwise, our students’ English
proficiency will remain low.
It is undeniable that school administrators emphasize the professional development of theirteachers because they strongly value the contribution of teachers who have a significant impact
on students’ English development. Teachers must set themselves up as examples for life-longlearning for students who will then be motivated to learn English (Borg et al., 2014; Hayes,
2014; Uysal, 2012).
Instructional Leadership
Since the English Program was initiated by the MoE to meet the demands of ASEAN andglobalization, it has become an alternative means by which parents can encourage their children
to attend classes because English is used as a medium of instruction in most courses taught byforeign teachers. The number of teaching hours in the English Program is more than that in theThai program, which exposes students to more English than their Thai program counterparts.
Extract 10
Besides the normal Thai program, our school has had an English Program (EP) since 2003
because English is an important subject to prepare our students for ASEAN.
Extract 11
EP students study maths, the sciences, computer science, and PE in English with foreignteachers for 18 hours a week while those in the Thai program study 3-5 hours a week forEnglish classes.
Extract 12
EP students have high English proficiency compared with students in the Thai program
because they use English with native-speaking teachers.
Foreign teachers are consequently sought after for English language teaching and learning inThai primary schools to expose children to authentic communication within the educationallandscape. Foreign teachers also provide linguistic and cultural resources to which students are
not readily exposed beyond the classroom.

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Extract 13
The main difference between foreign and Thai teachers is that students need to use English
constantly with foreign teachers.
For school administrators, foreign teachers are roughly classified into native-speaking and nonnative-speaking teachers with the former coming from countries that use English as a first
language (e.g. USA and UK), and the latter coming from countries that use English as a second
language (e.g. the Philippines).
Extract 14
Our native-speaking teachers are British and American. But for kindergarten, we use Filipino
teachers who understand children because they have an education degree in Early Childhood.
Extract 15
Native-speaking teachers cannot teach grammar. Thus, we use Thai teachers to teachgrammar. But, the sciences, maths, and health science are taught by Filipino teachers who canspeak English. Filipino teachers seem to understand Thai ways of teaching and learning better
than native-speaking teachers.
Although school administrators view native-speaking teachers as linguistic representatives ofEnglish, Filipino teachers are preferred since they are culturally more familiar with Thai
primary education practices.
Extract 16
We have a job opening for native-speaking teachers who are required to demonstrate whether
they can teach. Then, they are required to attend a teacher training to develop their teachingskills. Yet, we prefer to hire Filipino teachers since they are Asian, who are like Thai teachers,
easy to work with, and never absent from school. We also use an agency to find native-speaking
teachers because they are normally problematic and often leave without notice. The agency
will find a replacement teacher immediately.
Currently, foreign teachers have not only become part of the academic discourse in Thai
schools, but have brought linguistic and cultural diversity to their schools’ socio-culturallandscape where teachers, students, and staff benefit from and seek possible opportunities toimprove their English and intercultural communicative competence.
Personal Excellence
Although school administrators’ personal excellence varies, their attitudes toward English canunderpin the recruitment of Thai and foreign teachers. They need to determine whether or notforeign teachers are properly qualified to teach English rather than just focusing on theirnationality and accent (Baker & Jaruntawatchai, 2017; Nomnian, 2012).
Sharing Thai as a first language with students, school administrators can help facilitate andovercome communicative challenges and academic misunderstandings between Thai students
and foreign teachers where they occur.
Extract 17
In EP, there are two types of Thai teacher. One is a teacher assistant whose background is in
English, who can co-ordinate between Thai and foreign teachers. The other one is a classroom
teacher who has graduated in another field such as Thai or maths. They serve as points of62

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contact for students who have difficulties in any subject. There are a few teachers who do nothave an English-major degree; yet, if they can show their English proficiency through ourinterview, they are also qualified to teach. We have an English teacher who has a degree in
tourism.
Although most Thai teachers of English should have a degree in English, some Englishcompetent teachers are recruited on the basis of sound teaching experience. Additional English
training is required to enhance their English proficiency and teaching skills.
Extract 18
Most of our Thai teachers have a degree in English. However, there are also teachers without
an English-major degree who are experienced in teaching English because we have about
3,000 students. Our school still lacks English-major teachers.
Extract 19
English teachers who do not have a degree in English are required to attend English training
so that they will gain expertise in teaching.
These extracts show that Thai teachers of English are part of these schools’ success because,
without them, students may encounter difficulties dealing with academic and personal issues
that foreign teachers may not be able to mitigate due to different socio-cultural backgrounds.
Stakeholder Engagement
Key stakeholders in this study include families, communities, students, and the MoE. Family
support contributes significantly to the development of young language learners who aredependent on their parents’ decisions as to which academic program (Thai or English) theyshould be enrolled in. However, well-to-do parents who would like their children to excel inEnglish from an early age, normally opt for the English Program due to their belief that themore exposure their children have, the better and more quickly they can acquire English
proficiency.
Extract 20
Parents are the most important factor in supporting students’ English language learning. In
particular, those parents whose children study in EP are interested in extra-curricular
activities for their children because they are financially able to do so.
Extract 21
Parents can afford to pay 25,000 baht per term, which is 50,000 baht a year for their children
studying in EP. Students will be provided with all the books, teaching materials, extracurricular activities, and school uniforms they need.
Extract 22
Parents would like the school to improve their child’s vocabulary by reciting 10-20 words
daily, with which I agree; but, these words need to be relevant for students.
Parents should, however, recognize the importance of their supporting role, which needs to bebalanced and not conflict with school requirements otherwise, they may unintentionally disrupt
the schooling process (Dadi & Jin, 2013; Hall, 2014; Nomnian & Thawornpat, 2015).

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Schools with high O-NET scores tend to gain a positive reputation with parents who trust andcontribute to all their school’s needs in order to meet their child’s achievement goals. Someschools are, however, able to set up tutorial classes for students’ English development withhelp from university student volunteers. English Camp, for example, can promote positive
attitudes in students toward English and language development should be encouraged because
they allow students to use English in a fun and meaningful way.
Extract 23
Students normally attend English camp twice a year. They play games and take part in a walkrally. They enjoy using English without fear and gain more confidence.
Extract 24
We have a weekend tutorial class for students. There are university student volunteers to help
our school.
School connections with local colleges or universities facilitate collaborations with external
experts to be part of academic success because these experts not only bring with them theirexpertise, but also opportunities for further collaborations, which will be beneficial for students
and teachers.
Extract 25
Every year, we often seek English language experts to give talks to our Thai and foreignteachers to improve their English knowledge and skills.
English language development activities not only provide a platform for English language use
for teachers and students, but also create a mutual space for learning English through various
collaborations that are extremely valuable and from which the participating schools can benefit(Hayes, 2014; Kaur, Young, & Kirkpatrick, 2016; Nomnian, 2013).
Being one of the key stakeholders, students must develop their active learning behaviors andclassroom engagement. However, since Thai teachers focus on strict classroom management
more than foreign teachers, students tend to be more confident using English in classes
conducted by foreign teachers.
Extract 26
Thai students are very shy to speak. Comparing Thai and foreign teacher classes, the students
are given more freedom to speak in foreign teacher classes than Thai ones that focus more onclassroom management.
Extract 27
Students who learn with foreign teachers are more confident in speaking.
Besides the influence of teachers, using English media can motivate students to engage morein class since the media can stimulate positive attitudes towards learning, particularly for young
Thai learners.

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Extract 28
Students need to be exposed to English media like movies or cartoons so that they will havepositive attitudes toward English and become more confident to communicate. Teachers should
also encourage them to pronounce English with confidence.
Teachers and mediated learning and teaching materials promote students’ active learning
behaviors towards English. Thai teachers, however, need to accommodate and be more open
to students’ different learning styles rather than keeping students in silence simply forclassroom management purposes (Forman, 2016).
Last but not least, the obvious role of the Ministry of Education has greatly impacted on all
aspects of language education in schools nationwide.
Extract 29
Our school would like the Ministry to act as a central agency in seeking and recruiting
qualified foreign teachers. We are ensured of having qualified teachers for an English
Program.
The second issue is that the Ministry should provide support to schools by producing qualified
and competent Thai teachers of English who can work together with foreign teachers. Thisway, students are developed by both Thai and foreign teachers.
Extract 30
There are two kinds of support I would like the Ministry to help with. First of all, we need
qualified foreign teachers. Secondly, we need Thai English teachers who have graduated withan English-major degree. This kind of support will promote our students’ English proficiency.
Extract 31
The most urgent issue I would like the Ministry to help with is to reconsider the salary forforeign teachers. Currently, the Ministry set the cap of 25,000 baht, which is not attractive fornative-speaking teachers from England or America. We can only attract Filipino teachers withthis salary.
School administrators stress the need for qualified foreign teachers to be recruited directly by
the Ministry of Education, so that budgeting issues remain the responsibility of the Ministry of
Finance. Otherwise, schools can only afford to recruit Filipino teachers who are prepared towork for less than native speakers.
Discussion
Based on the results, school administrators’ key competencies for desirable English teaching
and learning outcomes include strategic thinking and innovation, managerial leadership,
instructional leadership, personal excellence, and stakeholder engagement. School
administrators play a significant role in creating a school vision, establishing professional
community partnerships, maintaining and delivering effective communication, supporting andpromoting teacher professional development, building teamwork, delegating tasks andadministration, promoting curriculum development, and enhancing staff morale. English as themedium of instruction used by foreign teachers enables students to think and use English in ameaningful way because they not only need to employ the four language skills (listening,speaking, reading, and writing), but they also develop other relevant skills such as critical65

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thinking, ICT, intercultural communication, and interpersonal relationship (Borg et al., 2014;
Forman, 2016). Recruiting qualified foreign teachers, producing competent Thai English
teachers, and reconsidering foreign teacher salaries are the demands of highly effective schools
for the Ministry to consider in order to facilitate the teaching and learning process and thereby
promote students’ English achievement (OECD/UNESCO, 2016; UNESCO, 2014).
School principals need to be equipped with competencies and capabilities for handlingadministrative tasks that can drive schools to meet the demands of the Ministry andstakeholders like parents. Success in English language teaching and learning is not easy; rather,
it requires careful planning and implementation with the support of teaching and administrative
staff (Hall, 2014; Hayes, 2014). The results also reveal the value of reciprocal support between
school administrators and stakeholders such as teachers, students, families, communities andthe MoE, which are vital at primary stages of students’ physical growth and intellectual
development for building a strong foundation and positive attitudes toward learning English
for the effective outcomes in the future. These stakeholders’ involvements are intertwined andembedded within socio-cultural and political networks that go towards establishing quality
language teaching and learning in government primary schools in Thailand.
Acquisition of English at the primary level is an important foundation for young Thai English
language learners, who need careful cultivation. To obtain effective English language teaching
and learning outcomes requires collaboration between relevant parties that share similar goals
in producing the best for both schools and stakeholders. To create and strengthen stakeholder
partnerships, a professional learning community is necessary to provide a collaborative spaceamong groups of stakeholders such as school administrators, teachers of English, parents, andpublic and private organizations to establish a strategic partnership community that can createsynergies that drive all parties in a uniform direction under the leadership of school
administrators. Thus, the students will be better-rounded and better equipped with 21st century
skills required to meet the needs of ASEAN and globalization.
Conclusion
This study explores school administrators’ essential competencies, namely strategic thinking
and innovation, managerial leadership, instructional leadership, personal excellence, andstakeholder engagement, which contribute to the desirable outcomes of English language
teaching and learning at primary schools in Thailand. This study addresses complex education
networks for promoting English language teaching and learning in government primary schoolsin Thailand. The results reveal the shared viewpoints and experiences of school principals andhead teachers, who are considered as top-down stakeholders who are instrumental to policy
implementation and practices. These underlying competencies are not mutually exclusive, but
do in fact, overlap and interconnect. The practical implications of this study suggest thatprimary school administrators need to develop the necessary leadership skills andcompetencies that support the strategic thinking and innovation, managerial leadership,
instructional leadership, personal excellence, and stakeholder engagement that their positions
require. In so doing, school administrators can perform their roles and responsibilities inenriching students’ English language proficiency and life-long learning skills strengthened andsustained in the long term by the establishment of school-family-community partnerships. To
this end, this qualitative study makes no claim to universality. It does, however, highlightschool administrators’ opinions on the complexity of the Thai primary education system andthe maximum efforts required to meet the government’s goal of elevating the standard ofEnglish language learning and teaching for young learners in Thailand.

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Acknowledgments: This research project is funded by the Office of Basic Education
Commission (OBEC), the Ministry of Education, Thailand. The authors would like to thank
Assoc. Prof. Arunee Wiriyachittra for her constant support and constructive feedback
throughout this project.

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Corresponding author: Singhanat NomnianContact email: snomnian@hotmail.com

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