Applying Leadership Theories 3
Running head: Applying Leadership Theory
Applying Leadership Theories Essay
Leeann Dooley
Grand Canyon University: EDA 575
May 4th, 2011
Leadership styles are similar to teaching styles in that they require a certain amount of flexibility and adaptability; in reality, there is no singular ideal theory. In this way, the study of leadership and the management of the same, as shown by the previous discussion theories about leadership, are multidimensional. However, in reading through various studies on the subject, two come to the forefront as being more applicable than others: Transformational Leadership Theory and the Servant Leadership Theory since both stress the importance of communication and trust amongst administration, staff, and faculty. Transformational Leadership Theory Transformational Leadership theory was developed in 1978 by James McGregor Burns, “who saw leadership as the motivation of followers to achieve goals that met individual as well as the changing needs of the organization” (Giles, 2006, p. 259). “Transformational leaders are visionaries, role models, and facilitators who prepare their employees to work in dynamic environment” (Hawkins, 2009, p 43). Burns later expanded his theory, by adding that “transformational leaders manage with morals, tenacity, selflessness and have good political skills” (Hawkins, 2009, p 43). This leadership theory has continued to evolve over time with the changing of the world. A more modern take on transformational leadership theory in education would be as follows: “A transformational leader typically has a charismatic vision and personality and is able to inspire his followers to accept change at their school. This leader acts as a moral agent who raises consciousness about professional practices and values in the school. He encourages educational creativity and innovation and fosters a sense of ownership by motivating others to commit to his vision. He does this by
Applying Leadership Theories Essay
Leeann Dooley
Grand Canyon University: EDA 575
May 4th, 2011
Leadership styles are similar to teaching styles in that they require a certain amount of flexibility and adaptability; in reality, there is no singular ideal theory. In this way, the study of leadership and the management of the same, as shown by the previous discussion theories about leadership, are multidimensional. However, in reading through various studies on the subject, two come to the forefront as being more applicable than others: Transformational Leadership Theory and the Servant Leadership Theory since both stress the importance of communication and trust amongst administration, staff, and faculty. Transformational Leadership Theory Transformational Leadership theory was developed in 1978 by James McGregor Burns, “who saw leadership as the motivation of followers to achieve goals that met individual as well as the changing needs of the organization” (Giles, 2006, p. 259). “Transformational leaders are visionaries, role models, and facilitators who prepare their employees to work in dynamic environment” (Hawkins, 2009, p 43). Burns later expanded his theory, by adding that “transformational leaders manage with morals, tenacity, selflessness and have good political skills” (Hawkins, 2009, p 43). This leadership theory has continued to evolve over time with the changing of the world. A more modern take on transformational leadership theory in education would be as follows: “A transformational leader typically has a charismatic vision and personality and is able to inspire his followers to accept change at their school. This leader acts as a moral agent who raises consciousness about professional practices and values in the school. He encourages educational creativity and innovation and fosters a sense of ownership by motivating others to commit to his vision. He does this by
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