Strategy
4: Principals must consciously form a key "leadership team"
in the school which works on mutual trust.
When a consensus, based on mutual trust, mutual respect and common
organisational commitments, is built among able middle management, a
proactive environment and a culture of excellence will evolve within
the school, such that the morale and professional identity of teachers
will also be enhanced.
The
British Predicament
While examining Hong Kong's current education system, Professor
Dimmock talked about a phenomenon experienced in Britain – the
“shortage of principals”. In 2003, an average of less than five
applications was received for every advertised vacancy for a primary
school principal. In London, dozens of schools could not find
a principal and a quarter of these primary schools were forced
to leave the position vacant. It was obvious that veteran teachers
in London had little desire to become school principals. The education
sector is now at a cross-road. Many of today's education policies
challenge educators’ identities, both as individuals and professionals.
Many have thus become alienated from their work and are trapped
in a state of professional perplexity. |
|
