As the millennium unfolds itself public education in Hong Kong is facing both enormous changes and tremendous challenges. The Hong Kong Government has affirmed its strong commitment to build up a strong education system for its people. The school organization and its governance has to be restructured in the direction of a more democratic and collaborative professional community. The implementation of school-based management in Hong Kong has resulted in the devolution of more responsibilities and authority to schools. A shift from hierarchical leadership to distributed and transformative leadership is needed. There is no doubt about the significance of principal leadership in schools. However, without the assistance of effective middle managers, it will be difficult to meet the targets for quality school education. Much recent literature has revealed that middle managers play an important role in leading school reforms. However, a significant number of middle managers admitted experiencing difficulty in enacting their leadership role in their workplace. It is of paramount importance that a robust leadership team of middle managers is built in schools and that they are equipped with more leadership concepts and skills. Since 2003, Yu has conducted research and developmental work on the leadership of middle managers. Focus groups have been regularly conducted to solicit the input of both school middle managers and school heads on needs assessment. The collected data have been used to design training projects. About 5 middle managers’ leadership training projects (Yu et al., 2009; Yu, 2007; Yu et al., 2005; Yu et al., 2004; Yu, 2004) supported by the Quality Education Fund of the Hong Kong Government and school sponsoring bodies have been organized and reported. Before designing training programmes, focus groups of primary and secondary school middle managers were conducted to solicit their needs. Whereas focus groups of primary and secondary principals were conducted to
