The impact of expatriate school leaders in the United Arab Emirates education system

Abstract

The aim of the study was to investigate the impact of expatriate school leaders in the education system of the United Arab Emirates (UAE). This study was motivated by a concern regarding the short-term entry of expatriates into the UAE education system, thereby questioning their overall impact in the UAE educational reform. The literature reviews focused on mentoring and leadership within education, and how these related to the UAE educational reform in particular. The empirical investigation used a qualitative, ethnographical case study design. The situated learning theory and the social constructivist theory were used as conceptual frameworks for the study. Purposive and convenient sampling was employed to select five indigenous and five expatriate school leaders as participants for this study. Qualitative data collection was preceded by a pilot study in which an indigenous and an expatriate school leaders were informally interviewed. Individual interviews were thereafter conducted whereby participants were interviewed over a two-week period. The interviews were followed by focus group sessions that were gender specific. Notes were kept and all observations were documented throughout the study. Findings were that, according to the participants’ views, expatriate school leaders seemed to make little impact on current UAE education reform. Their impact was inhibited by dubious motives of many expatriate school leaders working in the UAE; cultural and religious barriers between expatriate and indigenous school leaders; language as a barrier; lack of role modelling; continuous changes in the UAE education system; poor attitudes of some indigenous school leaders; resistance to change; lack of sustainability and poor communication between school leaders and policy makers. Recommendations were provided to enhance the impact of expatriate school leaders within the UAE system. Firstly, expatriate impact could be enhanced through an intensive two-week induction programme and secondly, by means of a partnership development framework to improve the mentoring relationship between expatriate and indigenous school leaders. Ways to overcome the language barrier were also recommended. Additionally, the study provided recommendations for further research.