Vice-principals' role and their relationship with principals are of paramount importance in shaping the effectiveness of school management, particularly after the implementation of school-based management (SBM) worldwide. This paper reports primarily on prior studies on the vice-principalship and suggests a framework to help explain the different working relationships between principals and vice-principals. The framework is a matrix based on three dimensions, namely status, roles and management tasks. The framework was then examined through an illustrative case study. What emerged was that the framework provides a powerful means to explain the different combinations of relationship between principals and vice-principals.
[Copyright of School Leadership & Management is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13632430902775558]

Surprisingly little is known about the micro-leadership and management of the curriculum within schools. This study first applies a purpose-designed set of research instruments to penetrate the micro-workings of school decision-making in curriculum, teaching and learning. Second, it reports the findings from an application of the instruments in six Hong Kong primary schools. In regard to the principal's influence on curriculum, teaching and learning, in four of the six case-study primary schools, the principal's influence was deemed to be direct. This finding stands in contradistinction to the existing body of evidence - gathered mainly from secondary schools - that emphasises the indirect effect of principal leadership. In regard to the second question, concerning the general patterns of within-school curriculum decision-making, leadership and management, there appears to be a high degree of conformity across the six case-study primary schools.
[Copyright of Curriculum Journal is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/09585170902763973]

This article aims to identify leadership roles for quality in early childhood programmes in the local settings of a sample of Hong Kong preschools. Two schools were selected for the study, both of which were rated as excellent in the quality assurance inspections of a local education authority. Effective leadership was explored from the multiple perspectives of various school stakeholders, including school governors, principals, teachers, members of support staff and parents. The qualitative interviews were used for data collection. The interview data indicated that the teachers, members of support staff and parents quite often viewed themselves as followers and were dependent on a single leader, the head. As perceived by the school stakeholders, the principals tended to take up three major roles: role model, school manager and mentor for curriculum and pedagogy. Characteristics of the associated patterns of the three leadership roles were similar to those of moral, managerial and instructional leadership documented in the Western literature. The implications of the study for promoting moral leadership and developing teacher leadership are discussed.
[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/10.1080/13603120903387561]

Following the return of Hong Kong to Chinese sovereignty in 1997, the government of the Hong Kong Special Administrative Region developed wide-ranging curriculum reforms, including project learning. A recent survey has indicated that over 80% of Hong Kong primary and secondary schools have adopted project learning as a curriculum task. Such an outcome is hard to reconcile both with the culture of Hong Kong schools and the generally bleak picture that pervades the literature on educational change.In seeking an explanation for this apparent success we focus attention on the policy instruments that were used by government agencies to facilitate the process of implementation. Our analysis revealed that teachers were caught in a pincer movement that involved voluntary activities promoting project learning and coercive measures that monitored and evaluated successful implementation. Teachers' views of these policy instruments differed markedly from those of policymakers. This confluence of mixed approaches, while apparently successful, is also shown to be problematic. Finally, the paper is located in a theoretical framework with its origins in recent policy theory that to date has not been applied to educational contexts.
[Copyright of International Journal of Education Policy and Leadership is the property of Association for Supervision and Curriculum Development.
Access via Directory of Open Access Journals: http://journals.sfu.ca/ijepl/index.php/ijepl]

Different scholars have defined and redefined leadership at different levels and in different contexts (e.g., Ball, 1981; Hargreaves, 1967; Richardson, 1973), although the results of research on the characteristics of effective leaders may not apply in all contexts. This study compares and contrasts the meanings of leadership in the Hong Kong secondary school context, and examines whether educators at different levels hold conflicting opinions of the qualities of leadership. The study adopts both quantitative and qualitative approaches to examine whether principals and teachers interpret leadership differently. The results show that these two groups of educators do indeed hold different views about what it means to be a leader. The reasons for these different points of view are explored.
[Copyright of International Education Studies is the property of Canadian Center of Science and Education.
Access via Directory of Open Access Journals: http://ccsenet.org/journal/index.php/ies]

Language in education debates in Hong Kong focus on the role and status of English (as the former colonial language and an important means for international communication); Cantonese, the mother tongue of the majority of the population; and Putonghua, the national language of China. This paper examines the language policy formulated in 1997-1998, and finds that it radically departed from previous policies by mandating the use of Cantonese as the medium of instruction in secondary schools. The paper then analyses two subsequent policy revisions and concludes that, while the tonal emphasis on mother-tongue education has remained, the policy revisions have reversed the language policy to previous practices that emphasised the importance of English.
[Copyright of London Review of Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/14748460.2010.487336]