Same mother, different lives: The social organization of leadership for learning across three Chinese societies

Allan David WALKER, Xue-Ju Frank WANG

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

This chapter investigates how social context impacts leadership for learning across three Chinese societies (Mainland China, Hong Kong and Taiwan). Leadership for learning is defined as the dynamic process in which school stakeholders interact with one another to set the conditions for student learning. The first section outlines and compares the political, economic, institutional and cultural contexts as well as school leadership across the societies. The comparisons are then brought tto identify potential linkages between the contexts and leadership for learning. Subsequent analysis suggests that social contexts impact leadership for learning in important ways. For example, they help to shape stakeholders’ powers, which in turn influences what stakeholders do to have their say in student learning. The chapter argues the need for increased micro-political analysis of leadership for learning. Copyright © 2011 Springer Science+Business Media B.V.
Original languageEnglish
Title of host publicationInternational handbook of leadership for learning
EditorsTony TOWNSEND , John MACBEATH
Place of PublicationDordrecht, The Netherlands
PublisherSpringer
Pages1083-1106
ISBN (Print)9789400713499, 9789400713505
DOIs
Publication statusPublished - 2011

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Citation

Walker, A., & Wang, X. J. (2011). Same mother, different lives: The social organization of leadership for learning across three Chinese societies. In T. Townsend, & J. E. C. MacBeath (Eds.), International handbook of leadership for learning (pp. 1083-1106). Dordrecht, The Netherlands: Springer.