Managing educational change: A case of two leadership approaches

Managing educational change: A case of two leadership approaches

• Chow, Alice Wai Kwan Dept. of English, Hong Kong Institute of Education

International Journal of Leadership in Education: Theory and Practice, 16(1), 34-54, 2013

Great Britain

Routledge

2013

• L 教育測量及評鑑
  • LC 學業成績測量
• D 課程
  • DE 中學教育課程
• R 教育政策與管理
  • RE 學校內部管理、學校與家長之關係

Teacher Role Teacher Participation Educational Improvement Management in Education Leadership Styles

• Hong Kong

• 1997.7 onwards

• 中學教育

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]

• 英文

期刊論文

• 13603124

• 10.1080/13603124.2012.672654

https://bibliography.lib.eduhk.hk/tc/bibs/a7c43515

2014-05-29