In this study, we aimed to explore early childhood educators’ conceptualisations of physical literacy and how these are integrated in their teaching practice. To this end, we used a mixed-methods embedded design, with a primarily qualitative component that is supported by quantitative data (QUAL + quan). Participants consisted of class teachers (n = 26), head teachers (n = 8), and principals (n = 11), who participated in interviews and responded to questionnaires. Qualitative data were examined using thematic analysis, and quantitative data were analysed using non-parametric statistics. Early childhood educators articulated an incomplete conceptualisation of physical literacy and reported low awareness of the concept. While the concept is relatively novel to early childhood teachers, integration of physical literacy in teaching practice was found to encompass the inter-related physical, affective, cognitive, and behavioural domains. Availability of resources, teacher training, education policies, family environment, and community environment were found to influence the development of physical literacy in early childhood settings. We recommend that education policies be reviewed, and systems-based support be provided to enhance teachers’ capabilities, as well as family and community environments. Copyright © 2022 The Author(s), under exclusive licence to Springer Nature B.V.

Traditionally, the role of teachers is largely confined to the context of teaching in the classroom. Recently, teacher as the agents of change is increasingly viewed as a key factor determining the quality of modern schools. This paper aims to offer insights into how teacher leaders act as the change agents for school development in a Chinese educational context. Early childhood education in Hong Kong is selected as a research site for study. The local early childhood education sector has historically been characterized by minimum training and a modified form of apprenticeship. With the public call for quality early childhood education, the Hong Kong government has been increasing investment in teacher professional development. Given that, the qualifications of early childhood teachers have been improved in the last decade. Therefore, preschool teachers have identified themselves as professionals. Adopting a case study approach, the study reported in this paper is to examine the changing role of teacher leaders for school development. Semi-structures interviews were conducted with preschool principals, key stage coordinators (also known as student cohort coordinators), and classroom teachers to investigate their perspectives on teachers as the agent of change. The findings indicated that the key stage coordinators who are teachers holding functional posts took on leading roles beyond classroom in various areas including curriculum and pedagogy, teacher professional development, home-school collaboration, and community-school involvement. Meanwhile, the classroom teachers mainly acted as followers in the change process. The practice of teacher as change agents is emerging in early childhood education in Hong Kong where hierarchical power and structure is a pervasive source of influence. However, the practice of change agency was largely operated in hierarchical structures. That was different from the form of change agency can be created within a non-hierarchical collaborative

In recent years, many governments of East Asian countries, such as Japan, South Korea, Singapore and Hong Kong have initiated educational reforms to transform schools for sustainable outcomes. Promoting teacher leadership has been identified as part of the educational reform agenda in global quality discourses. This paper aims to offer insights into the practice of teacher leadership in a Chinese early childhood education context. The central tenet of teacher leadership is change agentry. Like its counterparts in the Asia Pacific Region, early childhood education in Hong Kong has historically been characterized by minimum training and a modified form of apprenticeship. Therefore, preschool teaching is likely to be identified as non-professional occupation. Preschool teachers seldom play a key role in supporting, stimulating, or catalyzing change. After the change of sovereignty from British to China in 1997, the local government has increased investment in early childhood education. Over the past 20 years, upgrading teacher professional qualifications has been used as amain strategy to enhance the quality of ECE. This raise an important question: Can preschool teachers move beyond the role of apprentice and become change agents for school development? Adopting a case study approach, the study reported in this paper is to examine the changing role of teachers in school development. The construct of change agency was examined from the perspectives of various school stakeholders (i.e. preschool principals, key stage coordinators, and classroom teachers). The findings indicated that the key stage coordinators who are teachers holding functional posts acted as teacher leaders to play the role of agents in leading changes beyond classroom in various areas including curriculum and pedagogy, teacher professional development, home-school collaboration, and community-school involvement. Meanwhile, the classroom teachers mainly acted as followers in the change process. The practice

This article offers a theoretical discussion on the current problems and future challenges of school capacity building in early childhood education (ECE), aiming to highlight some key areas for future research. In recent years, there has been a notable policy shift from monitoring quality through inspection to improving quality through school capacity building in early childhood institutions in the global discourse for quality. Reflecting this policy shift and its implications on school development, ECE in Hong Kong is used as an illustrative example to deliberate the issues of school capacity building in Chinese educational contexts. We identify three challenging contexts: (1) low professional qualification and minimal teacher education resulting in a deficit approach to processional development, (2) absence of school-based professional learning culture for empowering teachers as internal agents of change, and (3) hierarchical culture within a school and between university and school hindering the process of school capacity building. Corresponding to these challenges, we aim to propose two suggestions, including (1) empowering teachers in ECE through school-based professional learning community and (2) promoting authentic external support in the process of university–school collaboration. Finally, we further propose specific directions for future research on school capacity building in ECE in Hong Kong. In doing so, it will contribute to knowledge-based development in school capacity building in Chinese educational contexts.
[Copyright © 2016 Informa UK Limited, trading as Taylor & Francis Group.]

Purpose–The purpose of this paper is to examine the relationship between staff size and perceived organizational support (POS) in early childhood education (ECE) organizations. Design/methodology/approach–A territory-wide questionnaire survey was designed to investigate the perceptions of preschool teachers in Hong Kong on four dimensions of organizational support, namely, teacher participation in decision making, school management support, school performance in organizational support, and organizational negativity in organizational support. In total, 2,066 teachers from 189 schools were sampled with stratified random sampling. Confirmatory factor analysis and latent mean analysis were employed. Findings–There was a significant relationship between staff size and POS. Specifically, teachers working at small schools in terms of staff size reported significantly higher POS than their counterparts in medium and large schools in aspects including teacher participation in decision making, school management support, and school performance in POS. Conversely, both medium and large schools had higher scores on organizational negativity. Research limitations/implications–There may exist other factors (e.g. principal leadership), which are not investigated in this study, that influence POS. Future studies are needed to capture a fuller structural relationship among an array of factors that influence POS. Originality/value–Research on staff size and POS has been conducted separately, without one element informing the other. The findings of the present study will stimulate more research on POS and staff size. The study will stimulate thinking about whether larger preschools are more efficient than smaller preschools in terms of scale of economies in a marker driven, ECE context. Building upon the foundation laid by the study, future studies may explore the interaction between staff size and POS on intended student outcomes in ECE.
[Copyright © 2016 Emerald Group Publishing Limited

In recent years, the role of school principals in providing leadership, and the impact of that leadership in promoting teacher professional development for building school capacity has attracted increasing attention worldwide. The study described in this paper explores the practices of leadership for promoting school-based teacher professional development (SBTPD) through a case study of a preschool in Hong Kong, the Special Administrative Region of China. The case study examines leadership and SBTPD. Semi-structured interviews were used for data collection. The research participants were the management team and teachers from the case study school. The findings of the study indicate that direction setting, communication and collaboration were associated with the practice of leadership for promoting SBTPD. We argue that teacher participation in decision-making is an important factor influencing the practice of leadership and its impact on SBTPD. There are implications for developing a critical awareness of the constraints that limit the extent to which SBTPD can be empowering in the hierarchical school structure in a Chinese educational context.
[Copyright © 2016 Informa UK limited, trading as Taylor & Francis Group.]