This document outlines several theories of leadership including: great man theories which believe leaders are born with innate qualities; trait theories which believe leadership qualities can be innate or developed; behavioral theories which focus on observable leadership behaviors and styles; contingency theories which argue the best leadership style depends on the situation; and transformational leadership theories which focus on inspiring and transforming followers. The implications for educational leaders include understanding their own strengths and areas for growth, adapting their style to situations, developing a clear vision, and empowering followers.
This document outlines several theories of leadership including: great man theories which believe leaders are born with innate qualities; trait theories which believe leadership qualities can be innate or developed; behavioral theories which focus on observable leadership behaviors and styles; contingency theories which argue the best leadership style depends on the situation; and transformational leadership theories which focus on inspiring and transforming followers. The implications for educational leaders include understanding their own strengths and areas for growth, adapting their style to situations, developing a clear vision, and empowering followers.
This document outlines several theories of leadership including: great man theories which believe leaders are born with innate qualities; trait theories which believe leadership qualities can be innate or developed; behavioral theories which focus on observable leadership behaviors and styles; contingency theories which argue the best leadership style depends on the situation; and transformational leadership theories which focus on inspiring and transforming followers. The implications for educational leaders include understanding their own strengths and areas for growth, adapting their style to situations, developing a clear vision, and empowering followers.
To identify the implications of educational theories for educational leaders. Great man theories of leadership Based on the belief that leaders are exceptional people, born with innate qualities, destined to lead . Great Man approach actually emphasis on "charismatic” leadership. leadership was thought as a concept which is primarily related to male and military. Trait theories of leadership The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader. Major contribution to trait theories Five major leadership traits Five factors personality model and leadership Judge, Bono, Iles and Gerhardtl (2002) The emotional intelligence concept was introduced in the early 1990's by Daniel Golemen Implication for education leaders leadership traits of an individual can be assessed . leaders can get an in-depth understanding of their identity and the way they will affect others in the institution. leaders/administrator can be aware of their strengths and weaknesses and thus they get an understanding of how they can develop their leadership qualities. Behavioral theories of leadership Leaders can be made, not born. Concentrate on what leaders actually do rather than on their qualities. Different patterns of behavior are observed and categorized as 'styles of leadership’. Pattern of actions used by different individuals determines leadership potential i.e. Autocratic, democratic and laissez-faire. Major contribution to behavior theory
Ohio State University (1940s)
( LBDQ or the Leaders Behavior Description Questionnaire). University of Michigan (1950s) McGregor’s Theory X & Theory Y Managers(1964) Blake and Mouton's Managerial Grid Implication for educational leaders Behavioural theory promotes the value of leadership styles . It helps leaders evaluate and understand how their behavioural style as a manager affects their relationship with the team and promotes commitment and contribution towards organizational goals. This theory helps to modify the styles of leadership, and helps them decide how to behave as a leader, depending on concerns for people and for productivity. Contingency theories of leadership Argues that there is no single way of leading and that every leadership style should be based on certain situations Signifies that there are certain people who perform at the maximum level in certain places; but at minimal performance when taken out of their element. Major contributions to contingency theory Fiedler’s contingency theory (1958) Hersey-Blanchard Situational Leadership Theory (1970s- 1980s) Path-Goal Theory by Robert House (1971, revised in 1996 ) Vroom-Yetton-Jago Decision-making Model of Leadership(1973; Arthur Jago added to theory in 1988) Cognitive Resource Theory by Fred Fiedler and Joe Garcia (1987) Implication of contingency theory Different leadership styles suit different situations. Contingency planning helps the organization to respond to uncertainty . It may identifying possible events that may occur and by preparing alternative strategies to deal with them. Transformational leadership The central concept here is change and the role of leadership in envisioning and implementing the transformation of organizational performance. Leaders transform their followers through their inspirational nature and charismatic personalities. Rules and regulations are flexible, guided by group norms. Major contributions to transformational theory Burns Transformational Leadership Theory (1978) Bass Transformational Leadership Theory 1986 Leadership Participation Inventory by James Kouze and Barry Posner (1987) Implication of transformational theory Studies of transformational leadership have sought to understand how educational leaders can develop and sustain vision. Empower the followers/teachers, perceive the importance of organizational goals, and create a cultural environment in which transformational leadership will thrive.