Summary

Scholars have suggested that the study of school leadership has been dominated by Anglo-American and Western views. This has provoked a call for conceptual and empirical research on school leadership using a cross-cultural perspective. In their 2005 work, Dimmock and Walker provided a comprehensive Framework for the Study of Cross-Cultural School Leadership that responded to the deficit of non-Western views. They, along with others, have argued that principals play a vital role in shaping school culture and that there is a need to expand our conceptualization of culture to include organizational, local, regional, national, and global culture.

Hofstede’s Model and the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program, initiated by Robert House in 1991, are examples of empirical models for the study of cross-cultural leadership. Ylimaki and Jacobson’s (2011) International Study of Successful School Principals (ISSPP) examined the common cross-cultural practices and policy concerns across seven global educational contexts. Their findings pointed to some common policy concerns that involve accountability, principal preparation, and the need for principals who are culturally competent. They stressed the importance of rigorous systematic research studies, reliable and valid instruments, and reconsideration of philosophies about educational administration that incorporate non-Western views and utilize a cross-cultural perspective. Some common practices cross-culturally included having high expectations, engaging in instructional and transformational leadership, shared leadership with teachers, capacity development, heroic leadership that challenged the status quo, and an emphasis on continuous learning and professional development.