Abstract
This chapter argues that the command and control system operated by the Singapore Ministry of Education (MOE) – far from being a conservative block to reform and change which might normally be associated with a centralized bureaucracy – has in fact been the main change agent instigating and promulgating it since Singapore’s independence in 1965. The profundity of the reforms and their acceleration in the last 15 years show them to be generally carefully planned, coherent and well articulated in contrast to those of many Western governments during the same period. Given the politico-economic and social conditions of Singapore and the fact that there has been only one ruling Political Party since the nation’s foundation, the government has been able to orchestrate and align changes in the education system to support and reinforce evolving economic policies and priorities. By orchestrating the political, economic, and social condition of Singapore during this time, the government has effectively determined the role, functions, and contribution of principals as school leaders. The MOE ensures Principals as senior educational officers have clear expectations on them to implement policy in their schools. Notwithstanding centralized control, two caveats to this thesis are first, the extent to which principals and schools implement policy is variable, and second, the MOE is increasingly and cautiously encouraging more school-based leadership initiatives. This chapter traces the evolution of the principal’s role over the past 50 years, provides examples of innovative curricular innovations in Singapore schools, and hints at future directions for the principalship.
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Dimmock, C., Goh, J.W.P. (2011). Transforming Singapore Schools: The Economic Imperative, Government Policy and School Principalship. In: Townsend, T., MacBeath, J. (eds) International Handbook of Leadership for Learning. Springer International Handbooks of Education, vol 25. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-1350-5_15
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DOI: https://doi.org/10.1007/978-94-007-1350-5_15
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