Abstract
This article examines school leadership in the context of Taiwanese educational reform since the mid-1990s. The goal of the inquiry is twofold: to explore the conflicts that school administrators have confronted in facilitating school reform and to analyze the strategic and innovative leadership practices that have facilitated improvements in school effectiveness in Taiwan. A case study of a secondary school is used to illustrate how leadership efforts can move schools forward to achieve a balanced transformation. The research lasted 3 years. The school principal and 15 other participants were interviewed. This case study revealed 4 themes of strategic leadership in coping with the conflicts accompanying school reform in Taiwan: (1) educational values, (2) timeframe for change, (3) capacity building, and (4) community involvement. Three of the school's program initiatives are described and analyzed in detail in order to illustrate the dynamic relation between strategic leadership practices and the goal of school transformation.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
