From change and challenge to new directions for school leadership |
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| Institution: | 1. Royal Institute of Technology, The School of Architecture and the Built Environment, Department of Regional Studies, Stockholm, Sweden;2. University of Sistan and Baluchestan, Department of Urban planning and Geography, Zahedan, Iran;1. Department of Chemistry, Oregon State University, 153 Gilbert Hall, Corvallis, OR 97331-4003, United States;2. Graduate School of Integrated Science and Technology, Shizuoka University, 422-8529 Shizuoka, Japan;3. Graduate School of Arts and Sciences, University of Tokyo, 153-8902 Tokyo, Japan;4. Core Research for Evolutional Science and Technology (CREST), Japan Science and Technology Agency, 332-0012 Saitama, Japan;1. Department of Ophthalmology, First Affiliated Hospital of Sun Yat-sen University, Guangzhou, Guangdong Province, China;2. State Key Laboratory of Ophthalmology, Zhongshan Ophthalmic Centre, Sun Yat-sen University, Guangzhou, Guangdong Province, China;3. Centre for Public Health, Queen’s University Belfast, Belfast, United Kingdom;4. Department of Ophthalmology, Hospital of Guangdong Medical University, Zhanjiang, Guangdong Province, China;5. Department of Ophthalmology, Henan Provincial People’s Hospital, Zhengzhou, Henan Province, China;6. Department of Ophthalmology, Gaozhou Traditional Chinese Medicine Hospital, Maoming, Guangdong Province, China;7. Department of Ophthalmology, Xinyi Traditional Chinese Medicine Hospital, Maoming, Guangdong Province, China;8. University of Arizona, Department of Ophthalmology and Vision Science, Tucson, Arizona;9. Brien Holden Vision Institute, Sydney, Australia;10. Nuffield Department of Clinical Neurosciences, John Radcliffe Hospital, Oxford, United Kingdom;11. Centre for Vision in the Developing World Charitable Foundation, St. Catherine’s College, Oxford, United Kingdom;12. New England College of Optometry, Boston, Massachusetts;1. Department of Civil and Environmental Engineering, National University of Singapore, Republic of Singapore;2. School of Environmental Science and Engineering, Shanghai Jiao Tong University, Shanghai 200240, China |
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| Abstract: | Reflecting on the countries represented in this issue, this chapter analyzes the topics and problems raised and suggests, through comparative analysis, new directions for school leadership. The role of the school site leader, be the headteacher or principal, is a role laden with more responsibility than ever before. One difference between the countries is the amount of attendant authority that is linked with devolved responsibility. To varying degrees in the four countries discussed, there are issues that present a quandary for school leaders, such as centralization of some key decisions (particularly concerning curriculum) and decentralization of managerial responsibility. These international themes have implications for policymaking and for those who prepare leaders and provide ongoing professional support. |
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