This article reports a case study that investigated the ways in which heads of subject departments managed the development and application of new assessment strategies in one secondary school in Hong Kong. The data of the study were gathered through participant observation and interviews with 12 teachers who participated in an assessment for learning project in the school. The results show variation in the leadership approaches adopted by the department heads, highlighting the dichotomy between managerial accountability and professional empowerment as their perceived mandate, and techno-instrumentalism and autonomous explorations as their visions for school-based renewal initiatives. The findings of the study highlight the subcultures within subject departments resulting from the different leadership styles enacted by the subject leaders, and point to the need for further investigations into the mediating roles of culture of subject disciplines and contextual variables that shape the dynamics of educational management.
[Copyright of International Journal of Leadership in Education: Theory and Practice is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13603124.2012.672654]

This article presents the findings of a study into the leadership practices of Hong Kong principals working within an environment of increasing accountability. The study set out to investigate the relationships between sets of principal leadership practices and the levels of alignment, coherence and structure and support for students in the school. Results indicated that principals tend to emphasise the professional development of teachers and key staff as a way to strengthen alignment within the school and between school and government policies. However, findings also suggest that working in an accountability environment can have a negative impact on the support provided for students.
[Copyright of Roeper Review is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13632434.2011.606269]

To enhance the cost effectiveness of primary schools, the government of Hong Kong imposed a regulation for operating primary one classes up to a minimum enrolment rate in 2003. This policy has forced a number of village schools to cease operation. During 2005–2006, 36 of them were involved in this enforcement, accounting for two-thirds of the total number of such schools, causing a possible extinction of them. This paper is part of a research project with the purpose of tracing the history and development of village schools in Hong Kong since the 1930s and 1940s. Adapting Bourdieu's concepts of habitus, capital and field, this paper examined the village school context of Hong Kong from a socio-historical perspective and examined how the context was related to leadership characteristics of village school principals. Related issues were also discussed. It is hoped that the study has suggested a direction for understanding principal leadership within different school contexts.
[Copyright of Roeper Review is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13632434.2011.587410]

Concerning the issue of taking up new roles for principals in School-based Management (SBM) in Hong Kong, I used a comparative approach in document analysis in the study. Countries chosen for comparison were Australia (Victoria), England & Wales, Singapore, and Hong Kong. They were comparable because they have similar configuration of education systems and they had SBM. Based on the discussion of G. M. Crow about the role conception that determines the enactment of a social role this dissertation adopted his framework for understanding role change. Here it argued that before taking up a new role there is a new context for the role occupant for his (her) new perception of the role he (she) has to consider assuming. Thus new contexts of different countries created by the implementation of SBM at the school level are compared through the framework of role conception content as which is under the influences of the interaction of policy elements of SBM, the profession of principalship, and the organizational factors.
From the comparison the new context of SBM in Hong Kong secondary schools for veteran principals could be projected for it is similar to other places although she has her uniqueness. Based on the comparison the four-facet of principalship (strategic leadership, organizational leadership, instructional leadership, and the culture ethics and law leadership) advocated by the policy in Hong Kong for role change was evaluated. It was concluded that it would not be optimistic about taking up these dimensions of new role for the veteran principals due to the new context created by SBM, except the organizational leadership, which might be enhanced. Any success of the new four-facet role taking is circumstantial, not directly related to the implementation of SBM.