Principal Leadership in Diverse Cultures: A Comparative Study

View Sample PDF

Author(s): Allan Walker (Hong Kong Institute of Education, China)and Haiyan Qian (Hong Kong Institute of Education, China)
Copyright: 2015
Pages: 19
Source title: Cross-Cultural Collaboration and Leadership in Modern Organizations
Source Author(s)/Editor(s): Nancy D. Erbe (California State University Dominguez Hills, California, USA)and Anthony H. Normore (California State University Dominguez Hills, California, USA)
DOI: 10.4018/978-1-4666-8376-1.ch013

Keywords: Business & Management / Business Science Reference / Human Aspects of Business

Purchase

View Principal Leadership in Diverse Cultures: A Comparative Study on the publisher's website for pricing and purchasing information.

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.

The IRMA Community

Research IRM

Principal Leadership in Diverse Cultures: A Comparative Study

Purchase

Abstract

Related Content

IRMA Sponsors