Abstract. Professional development plays a vital role in improving knowledge, skills and
expertise of lecturers, staff members and educational administrators. In Vietnamese higher
education context, while there have been many professional development programs designed and
implemented for lecturers and staff members, there seems to be little concern about professional
development for administrators. This paper, therefore, aims to investigate international experience
in providing professional development for educational administrators, particularly models of
professional development, through which proposing the models that are suitable for administrators
working in Vietnamese universities. First, this paper presents the context for the study focusing on
professional development in Vietnam’s education system. Second, the research highlights several
concepts of professional development, especially those are for administrators. Third, it discusses
the significance of professional development for higher education administrators. Next, the
research reviews models of professional development. Lastly, the paper provides discussion and
recommendations which suggests the possibilities of implementing professional development
models for higher education administrators in Vietnam
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HNUE JOURNAL OF SCIENCE DOI: 10.18173/2354-1075.2017-0169
Educational Sciences, 2017, Vol. 62, Iss. 12, pp. 3-10
This paper is available online at
IN SEARCH OF SUITABLE PROFESSIONAL DEVELOPMENT MODELS
FOR ADMINISTRATORS IN VIETNAMESE HIGHER EDUCATION
Nguyen Huu Cuong
School of Education, The University of New South Wales, Australia
Abstract. Professional development plays a vital role in improving knowledge, skills and
expertise of lecturers, staff members and educational administrators. In Vietnamese higher
education context, while there have been many professional development programs designed and
implemented for lecturers and staff members, there seems to be little concern about professional
development for administrators. This paper, therefore, aims to investigate international experience
in providing professional development for educational administrators, particularly models of
professional development, through which proposing the models that are suitable for administrators
working in Vietnamese universities. First, this paper presents the context for the study focusing on
professional development in Vietnam’s education system. Second, the research highlights several
concepts of professional development, especially those are for administrators. Third, it discusses
the significance of professional development for higher education administrators. Next, the
research reviews models of professional development. Lastly, the paper provides discussion and
recommendations which suggests the possibilities of implementing professional development
models for higher education administrators in Vietnam.
Keywords: Professional development, models, administrators, higher education, Vietnam.
1. Introduction
Professional development is the popular strategy educational institutions and organizations across
the world use to ensure that educators continue to strengthen their practice throughout their career.
Professional development in the education area refers to many kinds of educational experiences
related to an individual’s work. Teachers, staff members, educational managers and leaders participate
in professional development activities to learn and apply new knowledge and skills that will enhance
their performance on the job. The associated literature has shown that teaching quality and education
leadership are the most important factors in improving student achievement. Professional development
is an effective way teachers and educational administrators can learn so that they are able to better
their performance and raise student learning outcome [1].
Professional development also receives great concern in Vietnamese higher education setting.
The Government and the Ministry of Education and Training (MOET) have promulgated several
policies in professional development. Universities have also organized many professional
development activities. However, most of them were for teachers and staff members. Leadership
professional development programs are argued to be limited. This study is expected to fill part of this
gap through an investigation of professional development models for educational administrators.
Received: October 19, 2017. Revised: December 18, 2017. Accepted: December 21, 2017
Contact: Nguyen Huu Cuong, e-mail address: cuong.h.nguyen@student.unsw.edu.au
Nguyen Huu Cuong
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Through a synthesis of professional development concepts, significance and models, the research
suggests suitable models of professional development for administrators of Vietnamese higher
education.
2. Content
2.1. Background of the Study
The area of professional development in education has been of growing interest in Vietnam for
the past few years. There are several legal documents issued by the government and MOET in this
regard. For example, Circular No. 20/2013/TT-BGDĐT promulgated by the Minister of MOET on 6
June 2013 regulates professional development contents, programs, organizational and assessment
methods for lecturers of higher education institutions. The main professional development contents are
innovation in Vietnam’s higher education, global trends in higher education, and updating of
knowledge, expertise, research and instructional methods. The professional development method is
only full-time training (short-term or long-term) at the institutions that are assigned by authorized
organizations [2].
Also, the Prime Minister approved a project on training and providing professional development
for school teachers and educational managers (Decision No. 732/QĐ-TTg dated on 29 April 2016).
The main contents of this project focus on improving professional capacity, abilities in foreign
languages, informatics and technology, and abilities in management and administration for school
teachers and educational managers. No specific professional methods or models are stated in this
project [3].
Many universities in Vietnam have also organized professional development programs and
activities. However, the majority of them were for teachers, supporting staff or middle-level managers
(department directors/vice-directors, deans/vice-deans). Otherwise, the professional development
programs were designed for core institutional managers [4]. This means that educational leaders
participated in the same professional development programs with other staff members. Actually, there
have been not any programs or activities developed for them.
Professional development for educational administrators has received concerns from the
government recently. The project "Capacity building for lecturers, administrators of higher education
institutions and teacher training colleges to meet the requirements of the fundamental and
comprehensive innovation of education and training in the 2018-2025 period, 2030 vision" (drafted by
MOET) aims to provide professional development in higher education administration and governance
for all Vietnamese university presidents, vice-presidents and university council presidents [5]. This is
a very ambitious objective. However, which professional development models and strategies will be
implemented to achieve this purpose has not been stated.
2.2. Concepts of Professional Development
The literature offers a number of definitions of professional development and similar terms,
including ‘staff development’, ‘academic development’, and ‘educational development’. In this study,
the term ‘professional development’ will be used as a general term to cover all. According to Eraut
(1994, cited in Bacheler, 2015), professional development “is simply defined as the formal and
informal improvement of skills, knowledge, and attitudes required for success in the workplace”
(p. 154) [6]. Similarly, Guskey (2000) argues that the focus of a professional development program is
In search of suitable professional development models for administrators in Vietnamese higher education
5
to improve the knowledge, skills, and abilities needed to be an effective professional [7]. In Vietnam,
the Circular No. 20/2013/TT-BGDĐT dated on 6 June 2013 promulgating regulations on professional
development for lecturers of higher education institutions states that one of the purposes of
professional development is to improve lecturers’ abilities in teaching, education, research, abilities in
organization and management of institutional activities [2].
The term ‘professional development’ generally refers to a formal process such as a conference,
seminar, workshop, coaching and mentoring, or collaborative learning among members of a work
team, or a course at a higher education institution. Professional development can also happen in
informal contexts such as conversations, discussions among work colleagues, observations of a
colleague’s work, independent reading or research, or other learning from a peer.
Even experienced teachers and educational administrators encounter challenges every year,
including new instructional and assessment methods, student learning needs, changed regulations and
procedures, and advances in technology. Those who do not receive effective professional development
do not improve their knowledge, skills and expertise to perform better job [1].
2.3. Significance of Professional Development for Educational Administrators
It is important to note that in the education setting, the terms ‘administrator’ and ‘manager’ are
both used to convey more or less the same meaning. Educational administrators are those who are
responsible for “the administration and/or management of institutions designed to foster teaching and
learning” (p. 38) [8]. Good educational administrators influence student achievement. They support
and develop successful teachers and implement effective institutional practice [9]. In this study,
educational administrators refer to presidents/vice-presidents or rectors/vice-rectors of higher
education institutions.
In general, effective professional development affects students. Student learning and achievement
increase when key stakeholders in institutions such as teachers, staff members, and educational
administrators engage in well-prepared professional development programs focused on skills
educators need to address students’ learning challenges [1]. Consequently, professional development
programs help educational administrators identify effective instructions and assessment methods; they
then assist their teachers in improving instruction and assessment strategies. Professional development
can also build a collaborative community of educational administrators, deepen their content
knowledge, and strengthen supervisory skills to enhance their leadership capacities. In addition,
professional development can support educational administrators in recruiting teachers and supporting
staff, and obtain financial resources and budgeting [9].
Most educational administrators begin their careers as faculty members, then school heads,
department vice-deans and deans. As they follow many career paths, their knowledge, skills and
expertise have been developed through on-the-job experience. However, they have had minimal
management and administration training. The newly appointed administrators find that they must
quickly develop new and different knowledge and skills needed to manage and lead their institution,
while administrators in senior positions must regularly update their knowledge and skills to adapt to
the continually changing world. Apparently, professional development is crucially essential to
educational administrators. It helps increase the capacity of the individual administrators to provide
effective leadership, to be successful in their work and thereby enhance the effectiveness and quality
of a university or a college [10].
Nguyen Huu Cuong
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2.4. Models of Professional Development
The literature has identified a range of models for professional development. They have been
categorized into nine models, including training, award-bearing, deficit, cascade, standards-based,
coaching/mentoring, community of practice, action research, and transformative. Each of them will be
considered in turn.
2.4.1. The Training Model
According to Guskey (2000) and Kennedy (2014), the training model is most widely used in
professional development practices [7,11]. Guskey (2000, p. 22) discusses this model as “typically
involves a presenter or team of presenters that shares its ideas and expertise and experience through a
variety of group-based activities” [7]. Moreover, Eun (2011) states that the training model includes
large group presentations and discussions, workshops, seminars, colloquia, demonstrations, role-
playing, simulations and micro-teaching [12].
This model of professional development is acknowledged as an effective means of introducing
new knowledge and is capable of reaching a large number of participants. However, it still has some
drawbacks such as its lack of opportunities for individualizations and follow-up support [11,12].
2.4.2. The Award-bearing Model
An award-bearing model of professional development can be defined as “one that relies on, or
emphasises, the completion of award-bearing programmes of study – usually, but not exclusively,
validated by universities” (p. 339) [11]. Kennedy (2014) also explains that the validation from higher
institutions can be considered a mark of quality assurance, but equally can be viewed as the exercise of
control by the validating and/or funding bodies [11].
2.4.3. The Deficit Model
This model was proposed based on the concept that “professional development can be designed
specifically to address a perceived deficit in teacher performance” (p. 340) [11]. In other words, the
deficit model uses professional development to attempt to remedy perceived weaknesses in individual
teachers. However, it is argued that the deficit model is not always consistent as the root causes of
poor teacher performance are related not only to individual teachers, but also to organizational and
management practices [13].
2.4.4. The Cascade Model
According to Kennedy (2014, p. 341), “the cascade model involves individual teachers attending
‘training events’ and then cascading or disseminating the information to colleagues”. Kennedy (2014)
also adds that this model of professional development is commonly employed in situations where
resources are limited [11].
Nevertheless, the cascade model has some drawbacks. For example, Solomon and Tresman
(1999) argue that one of the limitations of this model is that what is passed on in the cascading process
is generally skills-focused, sometimes knowledge-focused, but rarely focuses on values [14].
2.4.5. The Standards-based Model
Beyer (2002, p. 243) points out that the standards-based model “represents a desire to create a
system of teaching, and teacher education, that can generate and empirically validate connections
between teacher effectiveness and student learning” [15]. Accordingly, Kennedy (2014) suggests that
In search of suitable professional development models for administrators in Vietnamese higher education
7
this model of professional development relies heavily on a behaviorist perspective of learning,
focusing on the competence of individual teachers and resultant rewards at the expense of
collaborative and collegiate learning [11].
However, Beyer (2002) also criticizes the standards-based model as narrowing the range of
potential conceptions of teaching to focus on quality assurance and accountability [15].
2.4.6. The Coaching/Mentoring Model
The coaching/mentoring model is defined as the one-to-one relationship, generally between two
staff, which is designed to support professional development [11]. Although they both share this
characteristic, coaching is more skills based and mentoring involves an element of “counselling and
professional friendship” (p. 301) [13].
Moreover, according to Dearstype (2010), the best leaders use a coaching style: they work with
their employees to guide, discuss and help them achieve as part of a team [16]. While mentoring often
implies a relationship where one partner is novice and the other more experienced (Clutterbuck cited
in Kennedy, 2014) [11].
2.4.7. The Community of Practice Model
This model of professional development has some common characteristics with the
coaching/mentoring model. However, a community of practice generally involves more than two
people, and it would not necessarily rely on confidentiality. Also, it is highlighted that learning within
a community of practice happens as a result of that community and its interactions, and not merely as
a result of planned learning episodes such as courses [11].
2.4.8. The Action Research Model
According to Burbank and Kauchack (2003), the action research model has a more significant
impact on practice when it is shared in communities of practice or enquiry, and indeed, many
communities of practice will engage in action research. They also argue that collaborative action
research provides an alternative to the passive role imposed on teachers in traditional models of
professional development [17].
In 1992, Ortrun Zuber-Skerritt published the CRASP (Critical attitude – Research into teaching –
Accountability – Self-evaluation – Professionalism) model of action research, which is also the model
for professional development in higher education. Zuber-Skerritt’s aim in developing the CRASP
model was to find a way of bringing together educational theory and teaching practice in higher
education through the use of action research [18].
2.4.9. The Transformative Model
The transformative model of professional development involves the combination of several
processes and conditions which are drawn from other models discussed above. In other words, the
transformative model is not a clearly definable model in itself; rather, it recognizes the range of
different conditions required for transformative practice [11].
Moreover, Kennedy (2014) argues that the key characteristic of the transformative model is its
effective integration of the range of models described above, together with a real sense of awareness
of issues of power [11].
Nguyen Huu Cuong
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2.5. Discussion and Recommendations
The section above reviews nine popular models of professional development. It is important to
note that each model support one typical purpose of professional development. According to Kennedy
(2014), professional development models serve three purposes, including transmission, transitional
and transformative. The first four models—the training model, the award-bearing model, the deficit
model and the cascade model—can be viewed as a ‘transmission’ of professional development. The
next three models—the standards-based model, the coaching/mentoring model and the community of
practice model—can support the ‘transitional’ purpose. The action research model and the
transformative model can be considered ‘transformative’ [11]. These nine models are for all
stakeholders of professional development. Consequently, not all of them are suitable for educational
administrators; particularly those are working in Vietnamese higher education area. This study argues
that the most appropriate models for professional development of Vietnamese educational
administrators are the training model, the action research model and the transformative model.
Whereas, the coaching/mentoring model and the community of practice model can also be effective in
Vietnam’s higher education context.
As discussed above, training is the most popular format of professional development. This model
has also been used the most widely in professional development programs for teachers, supporting
staff and managerial staff in Vietnam. Therefore, it can be implemented in professional development
for administrators of higher education. Training for educational administrators can be in the form of
short courses, conferences, workshops or seminars. The content of training programs for them can
focus on techniques of leadership, knowledge of theory and behavior of organizations and people. It
can also about human resource management, financial management and control, resource allocation,
and institutional advancement. Training programs should also be designed to develop their excellent
written and oral communication skills, negotiation skills, and problem-solving skills in internal
relations (with students, teachers, and staff members) and external relations (with the government, the
media, and the public) [10].
The action research model is typically effective to enhance k