A micro-political exploration of the resignation of Hong Kong experienced kindergarten principals amidst preschool education coordinator turnover.

This study investigates the influence of corporate governance on principalship within Hong Kong's early childhood education (ECE) system by examining how a preschool education coordinator (PEC) operating under NGO corporate governance principles affected principals' decisions to resign. Using micro-politics theory and a phenomenological case study of three experienced principals who resigned after a new PEC's appointment, the research identifies three main themes: a shift from decentralized, humanistic governance to centralized, market-oriented management; conflicting educational values between child-centred and customer-centred curricula; and autocratic, confrontational leadership styles accompanied by unethical practices. The findings highlight complex power dynamics and tensions that undermine principals' autonomy and job satisfaction, suggesting the need for collaborative governance, ethical leadership, and adaptive strategies to support principal retention. These insights contribute to understanding leadership challenges in ECE governance and have implications for policy and management both locally and internationally.