Cross-Sector Learning for School Leaders: Enhancing Leadership Development Through Industry Collaboration

• In Event: Transformational Leadership Growth and Critical Consciousness: Learning Across Sectors, Systems, and States

Abstract

This study explores the impact of cross-sector internships on the leadership development of vice-principals (VPs) in Hong Kong SAR, China. Using the extreme team model (Edmondson & Harvey, 2017), 24 VPs shadowed CEOs and engaged in mentoring across various industries. Data from questionnaires, journals, presentations, and interviews revealed that VPs enhanced their vision-driven decision-making, staff-focused leadership, and reflective practices. However, authority limitations and technical skill gaps restricted full application of these insights. The study extends the extreme team model by highlighting the role of psychological safety, collaboration, and structured reflection. It offers practical guidance for designing leadership programs that bridge sectors and prepare VPs to navigate complex school environments through strategic and human-centric leadership.

Authors

• Chun Sing Maxwell Ho, The Education University of Hong Kong

• Junjun Chen, Education University of Hong Kong