ABSTRACT
Consistent with the principles of international management, much emphasis is placed in this chapter on the unique role of school leaders in developing countries, first by reviewing current research on these role incumbents, and then by proposing desirable managerial tasks. The chapter begins with a short review of principalship across developing countries, moves to discuss the importance of propelling the principal to be involved in reform implementation (or in initiating a school change autonomously), and ends with some strategies principals may use to motivate teachers to change their work.
