2015年8月,筆者作為教育部從全國各地遴選的42名教師成員之一,參加了2015~2016年度赴港教學交流活動。在香港特別行政區教育行政部門安排下,筆者先後到香港島、九龍區、新界東、新界西等多所學校,深入課堂進行教學研究,并參與學校各種活動。這一年,筆者切身感受到香港教育的最大特色是"我的學校我做主",具體體現在辦學主體、教材選擇、課程設置、教學語言等方面的多元化辦學體制。

The roles of principal leadership in change management have long been documented. The key concern to examine in this study was the dilemmas and measures confronting principals’ when they led changes to instigate inclusive education in Hong Kong. Thus, this paper aims to report sources of dilemmas and how principals tackled them in the change process. Ten principals of schools recognized for effective inclusive education practices were interviewed in a qualitative study. Findings suggested that the process of leading change was very complex. Two dilemmas were identified: (a) principals’ struggles between benefits and issues of participating in inclusive education and (b) autocratic initial decisions versus need for staff involvement. The second dilemma stemmed from not involving key staff while the implementation required their active participation. Thus, the existing organizational culture and personnel capacities became obstacles required for the success of inclusive education. The leadership measures to tackle the obstacles began by building a shared vision which in turn required both transactional and transformational leadership activities in order to increase teacher commitment to reforms. This study has contributed to change leadership theories in affirming the need to include socio-political contexts in examining leadership decisions toward school reforms.
[Copyright © 2017 Springer Science+Business Media Dordrecht.]

Purpose: The purpose of this paper is to present a model to assist school leaders in managing the professional development activities of teachers. The model illustrates the important role of principals in promoting continuing professional development (CPD), chiefly by cultivating a collaborative learning culture and formulating policy. Design/methodology/approach: This study tested a framework based on the input of 103 CPD coordinators in Hong Kong, who participated in a quasi-experimental design questionnaire survey. Factor analysis and reliability tests were applied to verify the constructed validity and reliability of a self-developed instrument. A Structural Equation Model (SEM) was then applied to confirm the model. Findings: The result of the SEM shows that principal support has a predictive effect on CPD policy and a collaborative learning culture, while the effectiveness of a CPD plan is predicted by collaborative culture and management strategy. Originality/value: This study contributes theoretically to existing literature and practically to school leaders, by supplying a model for managing teacher CPD.
[Copyright © 2017 Emerald Publishing Limited.]

In recent years, many governments of East Asian countries, such as Japan, South Korea, Singapore and Hong Kong have initiated educational reforms to transform schools for sustainable outcomes. Promoting teacher leadership has been identified as part of the educational reform agenda in global quality discourses. This paper aims to offer insights into the practice of teacher leadership in a Chinese early childhood education context. The central tenet of teacher leadership is change agentry. Like its counterparts in the Asia Pacific Region, early childhood education in Hong Kong has historically been characterized by minimum training and a modified form of apprenticeship. Therefore, preschool teaching is likely to be identified as non-professional occupation. Preschool teachers seldom play a key role in supporting, stimulating, or catalyzing change. After the change of sovereignty from British to China in 1997, the local government has increased investment in early childhood education. Over the past 20 years, upgrading teacher professional qualifications has been used as amain strategy to enhance the quality of ECE. This raise an important question: Can preschool teachers move beyond the role of apprentice and become change agents for school development? Adopting a case study approach, the study reported in this paper is to examine the changing role of teachers in school development. The construct of change agency was examined from the perspectives of various school stakeholders (i.e. preschool principals, key stage coordinators, and classroom teachers). The findings indicated that the key stage coordinators who are teachers holding functional posts acted as teacher leaders to play the role of agents in leading changes beyond classroom in various areas including curriculum and pedagogy, teacher professional development, home-school collaboration, and community-school involvement. Meanwhile, the classroom teachers mainly acted as followers in the change process. The practice

Successive UK governments have pursued policies to diversify school provision across England nested in neo-liberal ideologies. Reforms has focused both on generating autonomy and distinctiveness with the state system of schools and the creation of new "types" of schools outside local democratic accountability. There are now approximately 70 "types" of schools, characterised through parental choice, provisions of private interests, and a trends toward private funding with subsidies from taxpayers. In short, public schools are increasingly privatised, owned and run by private individuals and consortia which profit from services rendered to and through the school. Business models dominate the training and performance of school principals as leaders. Consideration of school leadership in Asia suggests that research frameworks are bound by a range of factors that differentiate leadership and leadership research across the region. These include the following: socio-economic developments connected to the allocation of resources for research and the development of researchers’ capacities; a tendency for societies with emergent research capacity to communicate understanding of school leadership—sometimes empirical—through prescriptive or descriptive writing; the degree of boundedness to political realities and policy objectives shapes the principalship from being relatively autonomous to agents of the state, and the borrowing of policies which influences how the work of principals are prioritised and contextualised across the respective Asia societal cultures.

Hong Kong is an international city, with people of different races. In recent years, the number of people from South Asia, especially from Nepal, Pakistan, and India, is rising rapidly. Increasingly more of them are choosing to study in public schools, where learning the Chinese language is compulsory. However, the Chinese language is too difficult for them to learn, and their failure in the public examination usually presents an obstacle to further study in universities as well as to their career prospects in Hong Kong. Moreover, many non-Chinese-speaking (NCS) students have experienced racial discrimination in daily life in public transport, public places, and schools in Hong Kong. They find it difficult to make friends with the local people because they do not know Cantonese or use inaccurate pronunciations. Since 2006, the mission to provide formal education to NCS students was buttressed by ‘designated schools’ which were nominated by the Education Bureau (EDB) to admit more NCS students. However, recent complaints regarding the allocation of NCS children in multiethnic schools as a form of cultural segregation and discrimination has resulted in an increasing demand for spaces in mainstream schools where Chinese is the main medium of instruction. Hence, NCS students have to face more difficulties in learning and in managing interactions with local students. In this research, a case study of a multiethnic school was performed to examine the major challenges faced by the non-Chinese speaking (NCS) students when learning Chinese and how the school helped these students overcome their challenges. How the multiethnic school developed a suitable environment for promoting multicultural integration and harmony in the school was also studied. Through investigations of school documents, observation of lessons and activities, and discussion with teachers and students, the school was determined to have applied a suitable range of strategies to provide pleasurable and

This study explored the nature and effects of leadership for learning in the context of Hong Kong primary schools. Employing a mediated model of leadership for learning, the study examined how school leadership practices are perceived and shaped in the high accountability context of Hong Kong school education. Consistent with other recent empirical studies of school leadership effects, the research explored the relationship between school leadership, school-level capacity for improvement and student learning outcomes. Regression analyses found a negative impact of principal leadership practices related to strategic direction and policy environments, but a positive impact of staff management and resource management practices in terms of enhancing support for students. Contrary to expectations, schools’ capacity in supporting students had less impact on student academic outcomes than the negative impact of resources capacity and workload of teachers. Instead, mixed impact was found between principal leadership and student academic outcomes; it was negative regarding practices in strategic direction and policy environment, but positive in leader and teacher growth and development. The study refines our understanding of how the socio-cultural and organisational contexts of schools shape successful school leadership.
[Copyright © 2015 Philip Hallinger and James Ko.]