Background: This paper discusses a leadership model grounded in an investigation of the phenomenon of principal leadershop in Hong Kong Protestant Christian secondary schools of one denomination, two years after the change of sovereignty to China (1st July, 1997).
Focus of discussion and comments: Using a hermeneutic phenomenological methdology, 9 principals and 16 senior teachers were interviewed to gather their perceptions about the principal's leadership role, and collect relevant documents. Subsequent analysis and interpretation of data indicated the complexity of the leadership role. Based on research findings and comparison with the literature, the emergent model comprises four broad leadership roles (in italics) which were correspondingly informed by leadership concepts: (1) Christian leadership-administering Christian education; (2) Instuctional leadership-teaching and learning; (3) Transformational leadership-transforming the school community; and (4) Leadership for school-baesed management-SBM and development.
Conclusion: As the principal leadership role was enacted on Christian principles, the discussion of the model and implications drawn may advance school leadership and infrom practitioners locally and internationally.
背景：回歸香港（九七年七月一日）之後兩年，作者調查香港基督教其中一派別中學之校長領導角式，本文討論研究資料分析歸納出來的領導者模式。
討論焦點及論點：作者採用「現像推測」之研究方法，訪問了九位校長及十六位資深教師，收集他們對校長領導式的看法，這有了甚麼轉變，以及有關文件，然後根據資料加以分析及推測，發現這個式複雜。將研究發現與文獻作出及比較後，浮現出一個包含了有四個範疇的領導模式：（一）基督教領導－基督教教育行政；（二）教學式領導－教學與學習；（三）轉化式領導－轉化學校社群；（四）「校本管理」之領導－「校本管理」之發展。
總結：因校長照聖經原則去實踐領導，討論這個領導模式及表達其潛在意義，或可推進學校領導及為本地或其他國家之同行者提供資料。
[Copyright of New Horizons: The Journal of Education, Hong Kong Teachers' Associationl is the property of Hong Kong Teachers' Association at http://www.hkta1934.org.hk/]

This article presents the finding of an interim evaluation survey commissioned by the Education Bureau of Hong Kong on the effectiveness of the curriculum reform initiated in 2001. Drawing upon change theories for analysis of the study, the article examines the perceptions of both principals and teachers on the effectiveness of short-term curriculum development in schools from 2001 to 2006 through self-administered questionnaire survey as well as focus group interviews. The quantitative survey shows that evaluations from principals were more positive than those of frontline teachers in many aspects of the reform. Data collected from focus group interviews help explain the discrepancy in attitudes of these two stakeholder groups towards the reform. Insufficient knowledge, lack of support and consensus, and top-down initiation of the reform are the reasons accounting for the different responses to the reform. Strengthening professional development programs and developing a culture of collegiality and collaboration are the strategies recommended to improve the implementation of the curriculum reform in the medium-term phase (2007-2011).
[Copyright of Teacher Development is the property of Routledge. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/13664530903335558]