Philip Hallinger

Exploring the Principal's Contribution to School Effectiveness: 1980‐1995∗

ABSTRACT This article reviews research from 1980‐1995 exploring the relationship between principal leadership and student achievement. The focuses is on the substantive findings that emerged from the review. Earlier reports focused on conceptual and methodological issues. The general pattern of results drawn from this review supports the belief that principals exercise a measurable, though indirect effect on school effectiveness and student achievement. While this indirect effect is relatively small, it is statistically significant and supports the general belief among educators that principals contribute to school effectiveness and improvement. Moreover, the review suggests that previously described discrepancies in research results may be explained by the conceptual and methodological tools employed by researchers. We also emphasize the limitations of these studies. Even taken as a group they do not resolve the most important theoretical and practical issues concerning the means by which principals achi...

Educational change in Southeast Asia The challenge of creating learning systems

Examines the rapidly changing context of educational change in Southeast Asia. In particular, it explores the impact of a changing global educational ideal, multiculturalism, and technological innovation on the purposes and practices of schooling in this region. Argues that the unprecedented pace and scope of change in the region require an approach to educational reform rather than simply the capacity to implement new reform policies. Discusses how the concept of a learning organization might inform the role of system leaders in fostering educational change in these rapidly developing nations.

Increasing the organization’s IQ: public sector leadership in Southeast Asia

We live during an era in which the pace and scope of change are unprecedented. This is particularly true in the Asia‐Pacific region where rapid growth has challenged the capacity of people and organizations to adapt. It has become increasingly clear that learning is now the keystone to bringing about change at both the personal and organizational levels. This article examines the role which system‐level leaders in public sector organizations play in creating learning organizations. It discusses tools which system leaders may use to establish conditions that support development of a learning organization.