Abstract:

Foreign educational institutions need a better model for educational leadership and management in The People’s Republic of China. This paper investigates the relationship between foreign organizational leadership and the development of science education in China, following the introduction of The People’s Republic of China’s Educational Reform Plan. China’s seismic shift in science education suggests a determined resolve by its leaders for constructive and innovative change in educational practices, and heralds in an unprecedented period of change to promote scientific alliances with foreign organizations. The literature identifies factors that influence foreign educational institution’s leadership development and management practices. The paper proposes Robert Greenleaf’s “servant-leadership” as a viable model for educational leadership and management in China. The Pearl River Delta Network of Science Learning Centres (PRDSLC) will serve as a case study for critical analysis. Characteristics of servant-leadership paradigm, as well as strategies of service and stewardship will be discussed with reference to the case study. The potential benefits to China’s science education will be indicated. This paper proposes the suitability of servant-leadership’s “primus inter pares” model and argues that overseas organizations hoping to secure a foothold in China’s growing education market should consider this “paradoxical” model. As the SLC Network is a potential innovation for the development of science education in China, several lessons will be drawn and recommendations will made for the benefit of future foreign educational institutions entry into China.

Keywords:

education leadership, science innovation, china, new challenges.