This study investigates the impact of cross-sector internships on vice-principals (VPs) in Hong Kong SAR, China, focusing on leadership development. Using the extreme team model, the program integrated VPs into various industries to learn from CEOs in business and NGOs. Qualitative methods, including questionnaires, reflective journals, video presentations, and interviews with 24 experienced VPs and eight CEOs, were employed. The findings revealed that VPs gained strategic leadership insights and improved staff welfare measures through vision-driven decision-making. However, authority and technical constraints limited the application of these insights, highlighting challenges in achieving change. The study extends the extreme team model by emphasizing the roles of mentors and CEOs in leadership learning and underscores the importance of a psychologically safe environment for effective leadership development. These insights demonstrate how cross-sector collaboration can enhance educational leadership, offering practical implications for policy and future training initiatives.
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