In 2003, the Jordanian government launched an ‘education reform for knowledge economy’ leadership programme in Jordanian public schools. The programme transformed school leadership structures by advocating patterns of distributed leadership. However, growing evidence in cross-cultural research shows the influence of local culture on implementation of foreign reform programmes. This paper aims to examine a culture-bound leadership practice during the implementation of the education reform for knowledge economy programme and the tensions it holds to the intent of distributed leadership. This leadership practice was identified by Jordanian school principals who participated in qualitative research to examine factors affecting the implementation of the education reform for knowledge economy programme. The research employed a grounded theory methodology for data collection and analysis. Principals termed this leadership practice ‘al faza’a’ leadership which is anchored in al faza’a social practice of Jordanian tribes. Findings demonstrate that Jordanian tribal leadership styles are seen in Jordanian public schools. ‘Al faza’a’ hegemonic leadership practices in the Jordanian public schools signify the embodiment of the tribal social and cultural values of solidarity and kinship. These values can be incongruent with the core values underlying the education reform for knowledge economy’s advocated distributed leadership programme. This paper concludes that ‘al faza’a’ practice can represent an implicit leadership theory in Jordanian schools.
In 2003, the ‘education reform for knowledge economy’ policy introduced the notion of distributed leadership into Jordanian public schools. Policy development, delivery and professional learning were funded and undertaken with assistance from international partners alongside the Jordanian Ministry of Education. The policy is now substantive. Distributed leadership's implicit western values of greater democracy, trust, empowerment and shared leadership responsibilities were delivered into a schooling system where traditional leadership roles and expectations derived from sheikhocratic customs are the norms. This article interrogates the paradox of distributed leadership in the context of time-honoured sheikhocratic practices from the perceptions and experiences of public school principals. Since perceptions about policy and implicit policy values are culturally mediated, it examines how the principles underpinning distributed leadership are interpreted through the lens of the Jordanian local culture as it is experienced in schools. The findings of this grounded theory study highlight incompatibilities between principals’ understandings of distributed leadership and those implicit in western cultures. This imported policy reform program filtered through host culture judgments produced different policy outcomes than those anticipated by policymakers.
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