Principal leadership in diverse cultures: A comparative study

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

This chapter draws empirical findings from a larger study that compared principals' leadership across three different international cultural contexts (Hong Kong, Singapore and Perth, Australia) and explored the influence of culture on leadership. Data were collected using interviews and structured vignettes from a purposive sample of 21 principals across three different cultures and were analyzed to arrive at a set of site-specific and cross-cultural comparative propositions. One set of these propositions is reported in the chapter. Societal culture was found to act as a filter and mediator to create substantial differences in leadership behaviors relevant to collaboration. The paper suggests re-thinking in the preparation, training, hiring and selection, of principals, all of which – given multi-ethnic, diverse societies – require more culturally aware and sensitive policies and practices. Copyright © 2017 IGI Global.
Original languageEnglish
Title of host publicationEducational leadership and administration: Concepts, methodologies, tools, and applications (4 Volumes)
Editors Information Resources Management Association
Place of PublicationHershey, PA
PublisherIGI Global
Chapter70
Pages1526-1546
ISBN (Print)9781522516248, 1522516247, 9781522516255
DOIs
Publication statusPublished - 2017

Citation

Walker, A., & Qian, H., (2017). Principal leadership in diverse cultures: A comparative study. In Information Resources Management Association (Ed.) Educational leadership and administration: Concepts, methodologies, tools, and applications (4 Volumes) (pp. 1526-1546). Hershey, PA: IGI Global.

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