دور التفكير الاستراتيجي لدى مديري المدارس الثانوية في دولة الكويت في تطوير الأداء المدرسي
The development of school performance in secondary schools in the State of Kuwait requires the development of effective leadership skills for its principals, the most important of which is strategic thinking. Strategic thinking in secondary schools is a distinct approach to generating strategic ideas that are concerned with the continuous strategic development of these schools, emphasizing the development of the vision of the future without being preoccupied with the present and its problems, which are an extension of the past, and identifying activities that create unique values for stakeholders and those interested in education and how to enhance them. Hence, the research aims to develop the strategic thinking of secondary school principals in the State of Kuwait in order to develop school performance in it. The research follows the descriptive approach by identifying the theoretical framework that governs strategic thinking and school performance, and shedding light on the most important features of strategic thinking among secondary school principals in the State of Kuwait and its role in improving school performance, and reaching suggested procedures to activate the role of strategic thinking among secondary school principals in The State of Kuwait in improving its school performance. The research reaches a number of results, the most important of which are: Spreading and sustaining a culture of strategic thinking among secondary school principals in the State of Kuwait; developing the administrative awareness of secondary school principals in the State of Kuwait of the importance of strategic thinking so that they are more prepared to face unexpected scenarios; having the ability to systemic vision and adapt quickly to sudden changes; giving more powers to secondary school principals in the State of Kuwait to adopt strategic thinking skills because of its positive impact on improving school performance; developing creativity in ensuring that the culture of creativity is instilled in the school staff, and encouragement of the staff to present new ideas related to school work; providing a creative organizational climate, positive relationships between principals and workers, open communication and cooperation within secondary schools, which would encourage strategic thinking; and directing the eyes of those in charge of the educational process to pay attention to studies and research conducted on strategic thinking, and to benefit from the results reached. (Published abstract)