There is a growing interest in research on language teacher identity as relevant research suggests that language teacher self-identification has an impact on their language teaching. The present paper explores the self-identification and subsequent effects on their actual teaching vision and practice of 16 Chinese language subject teachers teaching Chinese as a second language to South Asians in Hong Kong. Data collected from classroom observations and interviews with the teachers demonstrate that Chinese language subject teachers negotiate with South Asian learners and construct their teaching in ways that enable them to create an environment where they see themselves as linguistic torchbearers and cultural transmitters while acquiring a strong feeling of success professionally. This research implies that teacher identity is a kind of pedagogy through which language teachers can reproduce or counteract hegemonic discourses and ideologies that oppress South Asians as non-native language minorities.
[Copyright of Teachers and Teaching: Theory and Practice is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13540602.2011.622558]

The purpose of this study is to provide a better understanding of how instructional leadership responsibilities are distributed in International Baccalaureate (IB) schools in East Asia. Case studies were conducted in five international schools located in Thailand, Vietnam, Hong Kong, and China. These schools were selected on the basis of location in East Asia, the offering of the full continuum of the IB's three programs, and evidence of prior academic success. In total, 68 teachers and administrators and 25 students were interviewed. Qualitative analysis of the interview data was conducted using pattern coding. Three broad instructional leadership practices were identified: curriculum articulation, cross-program activities, and strategic staffing. These appeared to enhance curriculum consistency and coherence across the three IB programs, a problem that had been identified in full-continuum IB schools. The qualitative data suggested that distributed instructional leadership forged and sustained professional interactions among staff across programs and organizational units. IB schools globally are often structurally separated into two or three organizational units (e.g., primary, middle, high school). These units operate IB programs that, despite their common origin and international philosophy, employ distinct pedagogical and curricular approaches. The findings reinforce the importance of acting intentionally to distribute responsibilities for instructional leadership widely throughout the school. They also support the assertion that international schools offer a unique and fruitful context for studying distributed instructional leadership.
[Copyright of Educational Administration Quarterly is the property of Corwin Press, Inc. Full article may be available at the publisher's website:
http://dx.doi.org/10.1177/0013161X11436271]