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School leader training has become a critical strategy in educational reform. However, in China, there still exists a big gap in terms of how to transfer leadership knowledge into practice. Thus, tools that can integrate formal knowledge into practice are called for urgently in school leader training. This paper presents the results of a research and development (R&D) approach to adapt an existing online computer simulation, Making Change Happen™, for use in Mainland China. The paper describes the process used to inform and assess our cultural adaptation of the simulation, as well as the response of Chinese principals to learning through this innovative method. Results affirmed the necessity for cultural adaptation of ‘Western’ curricula and tools for use in the Chinese context. The positive response of the Chinese school principals to learning via an online computer simulation suggested future potential for employing technology-facilitated, active learning modes in China. Implications are outlined for theory, research, and practice. [ABSTRACT FROM AUTHOR]

‘System leadership’, as applied to the running of schools, refers to a form of leadership that extends beyond a single institution, where headteachers work with establishments other than their own. This approach is predicated on certain beliefs about the role and purpose of collaborative school leadership and management in a marketised system of state schooling and the benefits of a distributed and networked approach to school improvement. But what are the potential benefits and limitations of school system leadership? What normative interpretations of the system are best suited for purpose? This paper explores these issues with reference to the English school system, where system leadership is actively promoted by government through education policy and school reform. In order to do this, use is made of Gunter, H., D. Hall, and J. Bragg (2013. “Distributed Leadership: A Study in Knowledge Production.”Education Management, Administration and Leadership41 (4): 555–580.) framework of distributed leadership in schools. The framework identifies functionally normative, functionally descriptive, critical and socially critical positions in the school leadership literature. The paper concludes by putting forward potential alternatives to the largely functional policy narratives and solutions of recent decades, which are based on a broader understanding of ‘the system’. [ABSTRACT FROM PUBLISHER]

The purpose of this paper is to exemplify a ‘grass-roots’ change based on Dewey's experimental progressive education model employed in the ‘Bridge over the Valley’ bilingual school, a Palestinian-Arab and Jewish school in Israel. In order to identify the progressive ‘approach' underlying this change, the ‘method' that guided the implementation of a bilingual school, it's evaluation and then its dissemination to other schools, we used a qualitative case study method to understand whether John Dewey’s theory of education for peace was able to effect change in Palestinian-Arab and Jewish school education in Israel. The case findings describes the use of the progressive approach of education for peace in the ‘Bridge over the Valley’ bilingual school, as it is expressed in the school’s pedagogy, the implementation of the progressive method and in the accompanying discourse. Reciprocal teacher–child relations are considered an important factor to create fertile conditions for learning. The case findings contribute to our introduction of democratic education in a spatial reality. Underlying this approach stood a pedagogical method and conceptualization for conflict resolution and the opening of a space for empowering dialog for co-existence. [ABSTRACT FROM AUTHOR]