Managing educational change: A case of two leadership approaches

Wai Kwan Alice CHOW

Research output: Contribution to journalArticles

8 Citations (Scopus)

Abstract

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 © 2013 Taylor & Francis Group, an informa business.
Original languageEnglish
Pages (from-to)34-54
JournalInternational Journal of Leadership in Education: Theory and Practice
Volume16
Issue number1
Early online dateMay 2012
DOIs
Publication statusPublished - Mar 2013

Citation

Chow, A. (2013). Managing educational change: A case of two leadership approaches. International Journal of Leadership in Education: Theory and Practice, 16(1), 34-54.

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