For over 50 years, school leadership preparation and development has been a priority in the United States; however, since the turn of the century, school systems, universities, and professional associations around the world have become more interested in developing programs to prepare aspiring school leaders and support newly appointed and experienced principals. This increased global attention to leadership development has arisen because public or government school leaders are being held accountable for improving student learning outcomes for an increasingly diverse set of learners. Because school leadership studies have been dominated by American researchers, global program providers tend to rely on Western perspectives, concepts, and theories, which may not accurately reflect local and national cultural norms and values. As such, calls for expanding research studies in non-Western societies are increasing.
Despite relying on Western-based leadership concepts, leadership preparation programs outside the United States differ substantially. Cultural norms and values, infrastructure support, and social and economic conditions influence the availability and types of programs afforded to aspiring and practicing school leaders. As a result, there is a continuum of leadership development systems that range from: (a) mandatory, highly regulated, and well-resourced comprehensive programs for preservice qualification, induction for newly appointed principals, and in-service for practicing school leaders to (b) non-mandatory, minimally regulated, and moderately resourced programs to determine eligibility for positions and induction to the role to (c) non-mandatory, poorly regulated, and under-resourced programs, which are offered infrequently, require long distance travel, and participants costs are not covered.
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Preparation Programs for School Leaders
Bruce G. Barnett and Nathern S.A. Okilwa
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Professional Experience for International Students within the Australian Teacher Education Context
Georgina Barton and Kay Hartwig
The business of international students in the higher education sector is a crucial part of many countries’ economic development and intercultural richness. In fact, in Australia participation of international students in university study accounts for the third highest export industry behind iron ore and coal with similar trends seen in other countries. Given that such a large proportion of students across the globe are international, it is important that higher educators are able to support them appropriately through their study. Research literature has identified a number of issues international students face including homesickness, being away from family and friends, financial hardship, accommodation concerns, and cultural difference including language. Further concerns may arise when international students undertake a professional experience in an authentic workplace such as in a work integrated learning (WIL) experience or practicum or internship. For international students studying teacher education students are expected to complete a number of professional experiences within the schooling sector. Research about teacher education international students’ experience in schools has often focused on negative aspects related to this component of study rather than the success that many students enjoy. In fact, supervisors or the work colleagues who are responsible for assessing international students often report mutual benefits through hosting. International students in teacher education face several difficult issues as well as success, and this includes international students in Australia and domestic students undertaking professional experience overseas. A model of effective practice for all stakeholders in teacher education professional experience can be useful.
