Purpose The purpose of this paper is to present and discuss the findings from research on the relationship between leadership theory and policy reform in Malaysia. Distributed leadership is normatively preferred in the Malaysia Education Blueprint (MEB), the country’s major policy reform document. The research was conducted in two dissimilar Malaysian states (Selangor and Sarawak). Design/methodology/approach The research was a multiple case-study design, with 14 schools (seven in each state). Sampling was purposive, with schools selected from the different bands used to categorise school performance in Malaysia. Within each school, interviews were conducted with principals (secondary schools), headteachers (primary schools) and a range of teachers, middle leaders and senior leaders, to achieve respondent triangulation. Findings The findings confirm that the MEB prescribes distributed leadership as part of a strategy to move principals and head teachers away from their traditional administrative leadership styles. While there were some variations, most schools adopted a modified distributed leadership approach. Instead of the emergent model discussed and advocated in the literature, these schools embraced an allocative model, with principals sharing responsibilities with senior leaders in a manner that was often indistinguishable from delegation. Research limitations/implications A significant implication of the research is that policy prescriptions in major reform initiatives can lead to unintended consequences when applied in different cultural contexts. While distributed leadership is presented as “emergent” in the international (mostly western) literature, it has been captured and adapted for use in this highly centralised context, where structures and culture assume a top-down model of leadership. As a result, distributed leadership has taken on a different meaning, to fit the dominant culture. Practical implications The main practical implication is that principals and head teachers are more likely to enact leadership in ways which are congruent with their cultural backgrounds and assumptions than to embrace policy prescriptions, even when unproblematic adoption of policy might be expected, as in this centralised context. Social implications The main social implications are that policy change is dependent on socio-cultural considerations and that reform will not be whole-hearted and secure if it is not congruent with the values of institutions such as schools, and the wider society which they serve. Originality/value The paper is significant in exploring a popular leadership model in an unfamiliar context. Beyond its importance in Malaysia, it has wider resonance for other centralised systems which have also shown interest in distributed leadership but have been unable and/or unwilling to embrace it in the ways assumed in the literature. This leads to theoretical significance because it adds to the limited body of literature which shows that allocative distributed leadership has emerged as a device for accommodating this model within centralised contexts.

This article reports research on the implementation of the Malaysia Education Blueprint, 2013-2025, drawing on 49 extended interviews with senior policy makers at federal, state and district levels, and school principals, informed by a systematic review of international and Malaysian literature. The findings show that the reforms are poorly understood by officials and school leaders, leading to partial and unenthusiastic enactment. The paper concludes that such ambitious reforms need to be acceptable, to ensure 'ownership' of the reform agenda, and feasible, to avoid disenchantment by officials, school leaders and teachers.

The Philippines is one of very few countries in the world where schools have continuously remained closed since the coronavirus pandemic began in 2019. There is little known about how school principals face the challenges that arise from the pandemic, and the future goals for the new normal. The purpose of this article is to explore the school principals’ management practices, leadership styles, challenges encountered, and future goals in response to the pandemic in the context of Philippine schools. This study employed a qualitative research approach using an open-ended online survey with 52 school principals. Findings rendered a contextualisation of their school management practices, leadership styles, challenges encountered during the pandemic, and future goals for the new normal. This study contributes to the knowledge base on school leadership during the pandemic by providing unique insights into the Philippines.

The issues of measurement model misspecification and multicollinearity in leadership literature has provoked the current study to conceptualize and assess an integrated hierarchical Bass’s (1985) transformational and transactional leadership construct in education context. This study employed quantitative cross-sectional survey method. Data were collected from 322 teachers who were selected from 20 Malaysian secondary schools. Partial least squares structural equation modeling (PLS-SEM) approach with WarpPLS 5.0 was used to analyze the data. Convergent and discriminant validity of the six reflective first-order constructs were warranted. Results of redundancy analysis, significant weights, and acceptable variance inflation factor values supported the proposed third-order integrated hierarchical leadership construct. Results inform an implication on generating new knowledge regarding a hierarchical perspective of transformational and transactional leadership. Using PLS-SEM approach with new algorithms to assess the integrated hierarchical leadership construct can be a methodological contribution of this study. Limitations, implications, and suggestions for future studies were discussed.

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