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Cet article s’interesse au statut de la recherche en education dans le monde arabe et a son role dans l’amelioration des systemes, des politiques et des pratiques educatives. Il developpe l’idee que l’education y a fait face a plusieurs defis et souleve differents problemes. En s’appuyant sur l’experience de chercheur des auteurs et sur une approche qualitative, il presente un panorama de la recherche en education dans ces pays. Alors que l’importance de la recherche en education est reconnue de maniere croissante, il faut constater avec regret qu’elle n’y a toujours pas d’impact reel. L’article souligne l’ecart qui existe, dans le domaine de l’education, entre la recherche et les changements qu’on en attend.

Leadership is conceptualized in various ways. In general, however, leadership is defined as a transaction between leaders and followers. In 2016, the College of Education at Sultan Qaboos University successfully obtained the international accreditation by the U.S. National Council for Accreditation of Teacher Education, which is now known as the Council for the Accreditation of Educator Preparation. Such achievement was recognized nationally by policymakers and was commended internationally by expert educators. In fact, the journey toward international accreditation was so challenging that without the contribution of sustained leadership it could not have been completed. The college leadership contributed considerably and played an inspirational role to achieve that goal. In the early stages of the process, the college leadership conducted a thorough needs assessment in which opportunities, assets, and risks were identified before a decision regarding seeking international accreditation was made. When national accreditation was first established in Oman, the college leaders focused on communicating the vision and mission clearly to the college faculty and administrative staff as well as students. This was followed by leading change within the institution through a careful inspection of the resources that could be deployed and the incentives that could successfully promote the new accreditation culture and build positive attitudes. Through forming teams of leaders within the institution as part of the distributed leadership, the college was able to set up an action plan in which various gaps could be covered. The college leadership adopted different approaches to lead the college, its faculty, staff, and students toward the attainment of international accreditation. A combination of distributed, transactional, and transformational leadership approaches was used by the college leadership in order pursue and accomplish accreditation. The college relied on the AASC as a form of distributed leadership. The AASC included faculty members with experience in academic accreditation and assessment and represented focal points for other faculty members. The college leadership restructured the roles and responsibilities of the Heads of Departments as a form transactional leadership to embed accreditation work within the normal flow of operations. The college provided constant feedback on performance, adhered to equity and equality principles, considered personal differences among staff and students, and responded to their diverse needs. As a form of transformational leadership, the college worked on creating the culture for accreditation, stimulating innovation and creativity, encouraging scholarship and research activities, and sharing potential risks. The college sought to build a community of practice by creating a positive collegial atmosphere for teamwork and capacity building. The adoption of a combination of successful leadership styles helped the college to overcome the potential ambiguity and conflict between academic duties of faculty and the demanding tasks of accreditation. Additionally, it helped faculty members, staff, and students to change from being passive observers to positive players. In short, the achievement of international accreditation, though a tough journey, was possible only because the college leaders thought it could come true and worked for it.

The paper theorises fragility of regional solidarities in light of the emerging ways in which two Arabian Gulf states, Bahrain and Oman, are undertaking their transition to a knowledge economy. The paper shows ways in which regional symbolic solidarity goals of common economic and educational development in the Gulf region are challenged by locally focussed priorities at the level of each nation state. These findings carry important theoretical implications as the time of transition to a knowledge economy seems to drive readjustments in thinking about what the ‘Gulf-wide unity is for’, prompting its repositioning from an alliance established to protect and facilitate regional development to a means supporting local ends. The paper therefore challenges the spatial focus in some theoretical frameworks used in analyses of the sociology of regional solidarities and calls for the need of temporal lenses in such analyses.

Lagging student performance in the Sultanate of Oman has, in recent years, led the Ministry of Education to target teachers’ professional learning as a key strategic pillar in its efforts to reform the education system. While international evidence finds principal leadership can make a meaningful difference in teacher engagement in professional learning, this has yet to be studied in Arab societies. The current study collected data from 887 teachers in 78 Omani middle schools with the aim of understanding if and how their principals’ learning-centered leadership influences teacher agency, teacher trust and teacher professional learning. Factor analysis, structural equation modelling, and bootstrapping were used to explore both partial and full mediation models of these relationships. Results validated a partial mediation model in which learning-centered leadership had moderate direct and indirect effects on teacher professional learning. The validated model also highlights the important role that principals can play in creating a climate of trust where teachers believe that investing their time and effort in professional learning will be beneficial for themselves and their schools. The results from Oman are compared with findings from other Asian societies and implications discussed.

The chapter presents the case of the teaching English as a foreign language (TEFL) program at Sultan Qaboos University (SQU) as an exemplary program that has been successful to gain recognition from the US. The chapter begins with describing the actions taken by the program that led to the success in obtaining the recognition from the American Council on the Teaching of Foreign Languages (ACTFL). To give a full picture of the process, the SQU program was described, elaborating the six key assessments developed to provide evidence that its candidates were meeting the ACTFL standards. It has been stressed that the process of accreditation has led to creating a climate for accreditation with the need to focus on evidence and assessment across all areas of the college and programs. The chapter also points out to the cognitive and organizational restructuring that happened at all the levels. The chapter closes with challenges that faced the program in gaining recognition from ACTFL.