Culture and school leadership in China: Exploring school leaders' views of relationship- and rule-based governance

Abstract

Numerous Chinese management studies have demonstrated significant differences between Chinese and Western management. This exploratory paper investigates the impact of Chinese culture and Western traditions on China's contemporary school leaders' views of leadership and management, particularly in the areas of relationship building, delegation, and promotion. Data were drawn from questionnaires completed by school leaders and individual interviews with principals from different parts of China. The findings indicate that the differences between Chinese and Western management practices in Chinese schools are not static and should not be over-stressed. To different extents, the respondent school leaders of China were affected by both Chinese and Western values and practices in school leadership and management. Specifically, they were more influenced by Chinese culture in the areas of school management and organization and by Western values and practices in the areas of relationship building, staff performance, and promotion. Their leadership and management preferences were also influenced by other factors, including gender, domestic politics, and development.