Gary Joseph

JosephGED7030-1

Transformational Leadership

North Central University

Leadership

• What do you expect from a leader?

• What is a good leader?

• What are the characteristics of a leader that would make you follow them?

What are the duties of a school principal?

- To have a clear mission and goal- To have good relationships with

staff- To manage classroom practices of

teachers- To coordinate the curriculum and

instruction- To ensure all student have the

opportunity to perform to the best of their abilities.

Transformational Leadership

• What does a transformational leader do?

- Leadership for change- Challenge the status quo- Inspire- Encourage creativity among staff- Share power- Empower staff- Offer lots of encouragement- Have a clear vision and goal- Act as a role model

“Transformational leaders are those who stimulate and inspire followers to both

achieve extraordinary outcomes and, in the process, develop their own leadership capacity” (Bass and Riggio, 2006. p3).

“Teams often become more positive because they have a positive leader. This is why focusing on your own happiness, well-

being, and emotional intelligence is the first step in creating a great team” cited fromhttp://www.mindtools.com/pages/article/

building-positive-team.htm

Four components of transformational leadership

1. Intellectual stimulation

2. Individualized Consideration

3. Inspirational Motivation

4. Idealized Influence

(Bass, and Riggio, 2006)

- Can transformational leadership have a positive effect on a person’s performance?

- Do the schools that have principals that use this type of leadership perform better?

- Are employees generally happier in places that practice this?

Transformational leaders show

- Energy- Enthusiasm - Hope

How do these traits drive

- Moral purpose?- Change?- Relationship building?- Knowledge creation?- Sharing?

Moral Purpose

- The principal has a genuine concern for making a positive difference in her/his school and other schools in the district.

- Has an interest in the performance of other schools.

- They are concerned with closing the gap of high performing students and low performing students.

(Fullan 2002)

Change

- Does every staff member agree with the changes?

- How does the leader convince his staff that these are good?

- There may be resistance to change, how does

leader overcome this?

Relationship Building

“If relationships improve, schools get better”

(Fullan 2002, “Improving Relationships,” para. 1)

- Appreciation of other views- Understanding emotional intelligence- Empathy towards others- Listening to all suggestions- Motivating teachers

Knowledge Creation and Sharing

Establishing professional communities to work together and share ideas and knowledge to better the environment of the school.

In an article by Burns (2011) she looks at a study which compares schools that use a collaborative approach and those that don’t. She concludes by stating that teamwork and collaboration does make a positive difference.

(Burns, 2011)

Conclusion

Transformational Leaders

With these in place the moral will be high and the staff will comprise of a group of committed individuals.

• Are energetic• Put people first• Share Power• Empower their staff• Have high values• Have a strong vision• Are Enthusiastic• Are passionate• Genuinely care

References

American College of Occupational and Environmental Medicine. (2013, July 1). Transformational leadership has positive effects on employee well-being. ScienceDaily. Retrieved June 30, 2014 from www.sciencedaily.com /releases/2013/07/130701100552.htm

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ, US: Lawrence Erlbaum Associates Publishers.

Burns, M. (2011, August 22). Teacher Collaboration Gives Schools Better Results. Pacific Standard. Retrieved June 26, 2014, from http://www.psmag.com/magazines/pacific-standard-cover-story/teacher-collaboration-gives-schools-better-results-34270/

References

Heck, R. H., & Hallinger, P. (2010). Testing a longitudinal model of distributed leadership effects on school improvement. The Leadership Quarterly, 21867-885.

doi:10.1016/j.leaqua.2010.07.013

Fullan, M. The Change Leader. Beyond Instructional Leadership, 59, 16-21. Retrieved June 25, 2014, from

http://www.ascd.org/publications/educational-leadership /may02/ vol59/num08/ The-Change-Leader.aspx