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Autor/inHo, Dora
TitelThe Paradox of Power in Leadership in Early Childhood Education
QuelleIn: Peabody Journal of Education, 87 (2012) 2, S.253-266 (14 Seiten)Infoseite zur Zeitschrift
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN0161-956X
DOI10.1080/0161956X.2012.664479
SchlagwörterEarly Childhood Education; Children; Educational Change; Administrative Organization; Foreign Countries; Decision Making; Leadership; Guidelines; Power Structure; Interviews; Case Studies; Stakeholders; Educational Improvement; Educational Policy; Hong Kong
AbstractWestern frameworks for school improvement, including the stakeholder model and the model of decentralized leadership, have recently been promoted as solutions for school improvement. Using early childhood education in Hong Kong as an illustrative case, this article focuses on the power and authority of leadership in school decision making. The interview data collected from the two case study schools reveal a paradox of power in leadership that is characterized by tensions between centralization and decentralization in the change process, where decentralization is advocated by policymakers but traditional hierarchical cultures remain. The relationship between the leaders and school stakeholders incorporates a concept of harmony that functions to defuse the potential power struggle embedded in decision making. (Contains 1 table.) (As Provided).
AnmerkungenRoutledge. Available from: Taylor & Francis, Ltd. 325 Chestnut Street Suite 800, Philadelphia, PA 19106. Tel: 800-354-1420; Fax: 215-625-2940; Web site: http://www.tandf.co.uk/journals
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2017/4/10
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