Hui YUAN, Yue On James KO

https://insights.learnlight.com/en/articles/develop-global-leadership-skills/

Huber (2004) suggests that a knowledge base  (moral purpose of the school) is present and should be considered and clearly linked to the context.
Developing new school leaders, Kaser & Halbert, https://books.google.ca/books?id=5-_5umlR5eAC&pg=PA259&lpg=PA259&dq=international+set+of+values+for+educational+leadership&source=bl&ots=CHks51zA5H&sig=ACfU3U0CpUr7seI8g2MVQrpRh8dS5Gl7Bg&hl=es-419&sa=X&ved=2ahUKEwiisv_88rDnAhVSKH0KHWqFBN0Q6AEwF3oECAoQAQ#v=onepage&q=international%20set%20of%20values%20for%20educational%20leadership&f=false 

A growing emphasis on the importance of distributed leadership (the ability of principals to incorporate different stakeholders in their decision- making processes) and instructional leadership (the involvement of principals in improving of teaching and learning). 
DL is said to produce better student learning outcomes (Breakspear et al. 2017; OECD, 2016).  The potential impact of the use of distributed leadership is still unclear because the term is used to refer to diverse arrangements, which involve varying degrees of involvement of stakeholders in decision-making processes. 
Evidence on school 

Baby boomers looked to leaders with “strength” and big brains. Eisenhower and Churchill were the big names in global leadership back in the 1940s and 50s but they were already outdated. President John F. Kennedy provided the wind of change but his force was sadly short lived. He was, some would say the first modern leader thanks to his apparent empathy and approachability.

It’s fair to say that UK and US leadership reverted to type for quite some time after Kennedy and it wasn’t until the 1990s that both sides of the Atlantic welcomed a more connected, empathetic, understanding, friendly model of statesmanship though Messrs Blair and Clinton.

Forgive the trip down memory lane again but back in the 60s, 70s and 80s there was a man who dominated US Television news correspondence and anchoring. His name was Walter Cronkite.

But that wasn’t his trick. His success in leading the world of news reporting was that he too was emotionally intelligent enough to understand his audience, the subjects on which he reported, and those he interviewed. He leaned in and listened, he understood more than the average person, and all because he knew that understanding was the secret.

One question he was asked was, “Mr Cronkite, what was your secret?”. His reply was funny, but over modest. “Well,” he said, “I’ll tell you. Sincerity. If you can fake that you’ll can get them to tell you anything”.

The challenge? Training yourself and others around you to develop Emotional, and Cultural Intelligence, then using it to become a more effective global leader.

https://insights.learnlight.com/en/articles/rise-global-leader/

http://www.iier.org.au/iier27/polat.pdf

1) Creative professionals are creative even when they don't feel like being creative.
Lacking inspiration or motivation is an obstacle to be overcome. Creative professionals have an urgency to create, to engage, to produce. Non-professionals shy away from the obstacle, while professionals see it as an itch they need to scratch. 

2) Creative professionals say "yes" more than they say "no".
Creative professionals thrive on options and variety. Phrases like, "that's not my job" or "that's not how you are supposed to do it", rarely enter a creative professionals mind. Often a creative professional will say yes to an idea or project or direction before really knowing how to do it. Creative professionals prefer challenges where the outcome is known but the path to success is varied. 

3) Creative professionals are autonomous members of a team.
Autonomy is a rising theme in today's world of work. The ability to take vague requirements and produce a desirable solution will get most middle managers salivating to have you on their team. Fewer and fewer people work in isolation. Almost everything produced today is through a team. Creative professionals know how to balance independence with interdependence and know how to keep the ball moving in the direction it needs to go. 

4) Creative professionals embrace chaos and process.
Nothing is accomplished reliably without a process. Creative professionals often say to their junior colleagues, "trust the process". Chaos is an explosive energy that provides huge ranges of variation and results quickly. Process channels and directs that explosive energy to move the project closer to its solution. Creative professionals know how to leverage chaos (brainstorming) and process (editing) at key points in the project lifecycle. 

5) Creative professionals champion fruit bearing ideas ruthlessly.
Creative professionals sometimes seem cruel in their disregard for others when they champion an idea. They are ruthless. What is important is that successful creative professionals are ruthless with all ideas and champion the ones they believe will yield the greatest fruits for their labour. A weed in a garden sees the gardener as a ruthless harbinger of death. The gardener knows what is a desirable plant and what isn't. The gardener isn't worried about how the weed feels. This is how creative professionals see ideas. 

6) Creative professionals have gigantic egos and grateful humility.
There is no doubt that the most successful creative professionals have massive egos. Confidence, courage, fearlessness are requirements for creative work. The bigger the ego, the greater the risk tolerance. By contrast, that ego is counter-balanced by gratefulness and humility. In my experience, the most successful creative professionals have this child-like awe at their good fortune. Yes, there are those who are megalomaniacs, but most burn out and are forgotten quickly. Lasting success comes with a balance between ego and humility. 

7) Creative professionals are urgently patient.
Creative professionals are the most impatiently patient people I have ever met. Knowing when to be patient (for example, while bread dough is rising) and when to be impatient (for example, when the bread isn't rising the way it should) is a careful skill that comes from experience and variety. The Beatles performed in almost every venue known under extreme conditions. They had a huge body of performance experience from their time performing relatively unknown in Hamburg. Knowing when to be patient and knowing when to take action is vital to every creative professional I've met.
Owen Brierley