II. Conclusion

The specific requirements for a school leader will no doubt vary from school to school. Along with the necessary qualifications, SUIS also prefers those who have experience working under an international atmosphere in Asia. However, the point of this section was to shed light on the question of the kind of leader SUIS schools need to ensure success. I feel that without going too deeply into the day-by-day routines, an adequate enough answer has been developed.

As each leader will possess a unique background, experience, and personality, SUIS should aim for qualities that are more general, but aligned with the school’s priorities. First of all, the company should choose enterprising over loyalty, however in order to avoid renegade leaders or too much deviation from the requirements, its design must hold up to harsh scrutiny. SUIS wants smart candidates who are loyal not for the sake of it, but because they see value in their employers’ mission.

Second, SUIS should seek leaders who have ample experience in instructional leadership and school administration and yet are business-minded and enjoy the challenge of working under profit motives. The SUIS professional culture requires a school leader who can work with the competitive outlook and communication skills of a businessman, but is an educator at heart.

Once again, these are qualities that cannot readily be found, but at the very least are realistic. The question now is whether or not such qualities are recognizable during the recruitment stages, and if not, can they be developed after the fact? Whatever the answer is, SUIS must make careful decisions in how it identifies suitable candidates and develops them into successful leadership positions. SUIS selection and recruitment methods will be discussed in the next section.