Victoria University

School Leadership: A comparison of Singaporean and Indian cases

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Show simple item record Retna, Kala Jeyavelu, S 2011-03-08T01:34:06Z 2011-03-08T01:34:06Z 2010 2010
dc.description.abstract The role of the principal in transforming a school is a core theme within the education literature on leadership. However, such work is mostly developed in a "Western" cultural environment, representing a particular set of values. This ignores the possibility that although leadership may be universal, the way it is described and practised may differ from culture to culture. Drawing from research carried out in Singapore and India, we present in this article how the teachers and students perceive the transformational effects of the school principals from an organisational and cultural perspective. This qualitative research uses in-depth interviews supplemented by participant observations to understand the influence of cultural variables on the practice of transformational leadership. In one case, despite cultural tensions, the findings suggest that the practice of transformational leadership has facilitated a positive culture in terms of collective learning and connectedness to the workplace and a leader among the organisational members. In the other case, transformational actions influenced sharing and learning and enhanced motivation where the leader consciously focused on creating a culture through actions aimed at achieving the vision which itself was in tune with the context. en_NZ
dc.language.iso en_NZ
dc.publisher Victoria University of Wellington en_NZ
dc.subject transformational leadership en_NZ
dc.subject school en_NZ
dc.subject culture en_NZ
dc.subject Singapore en_NZ
dc.subject India en_NZ
dc.title School Leadership: A comparison of Singaporean and Indian cases en_NZ
dc.type Text en_NZ
vuwschema.contributor.unit Victoria Management School en_NZ
vuwschema.subject.marsden 150310 Organisation and Management Theory en_NZ
vuwschema.type.vuw Working or Occasional Paper en_NZ

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