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dc.contributor.authorNguyen, Dieu
dc.date.accessioned2020-06-04T10:55:26Z
dc.date.available2020-06-04T10:55:26Z
dc.date.issued2020
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/69707
dc.description.abstractThis study seeks to shed light on how distributed leadership is adopted and developed in a multicultural school context. Popular in the Western countries, i.e. the UK, distributed leadership has recently been introduced into Asian schools, especially the international ones, and faces both challenges and opportunities. Using the case of Vietnam-Finland International School (VFIS), the research looks into the perceptions of teachers and principals of distributed leadership, and how distributed leadership should be developed in this particular setting. Data was collected mainly via individual and group interviews, and essays at two different periods. Qualitative content analysis is applied. According to the findings, teachers and principals view distributed leader-ship from three aspects: leadership structure, leadership qualities and operational culture. Three challenges facing the development of distributed leadership are inappropriate decision-making involvement, complicated leadership structure, and lack of competent human resources. Cultural differences is the underlying force behind the first two challenges. Yet to develop distributed leadership is vital for a multicultural environment like VFIS. As a result, a new existence of distributed leadership emerges. To develop it is to build a clear organisational structure, a supportive organisational culture, teams, competent teachers, and multicultural leadership qualities. The study confirms the complexity of leadership context in international schools in Asia. It results in a new model of distributed leadership where hierarchical and distributive features are both present.en
dc.format.extent66
dc.language.isoen
dc.subject.otherdistributed leadership
dc.subject.othermulticultural context
dc.subject.otherVietnam-Finland International School
dc.titleDistributed leadership in a multicultural context : case study from Vietnam-Finland International School
dc.identifier.urnURN:NBN:fi:jyu-202006043963
dc.type.ontasotMaster’s thesisen
dc.type.ontasotPro gradu -tutkielmafi
dc.contributor.tiedekuntaKasvatustieteiden ja psykologian tiedekuntafi
dc.contributor.tiedekuntaFaculty of Education and Psychologyen
dc.contributor.laitosKasvatustieteiden laitosfi
dc.contributor.laitosDepartment of Educationen
dc.contributor.yliopistoJyväskylän yliopistofi
dc.contributor.yliopistoUniversity of Jyväskyläen
dc.contributor.oppiaineMaster's Degree Programme in Educationfi
dc.contributor.oppiaineMaster's Degree Programme in Educationen
dc.rights.copyrightJulkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty.fi
dc.rights.copyrightThis publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.en
dc.contributor.oppiainekoodi102
dc.subject.ysomonikulttuurisuus
dc.subject.ysojohtaminen
dc.subject.ysokoulut
dc.subject.ysokansainväliset koulut
dc.subject.ysomulticulturalism
dc.subject.ysoleadership (activity)
dc.subject.ysoschools (educational institutions)
dc.subject.ysointernational schools


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