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Essay / Research Paper Abstract
A 3 page paper that begins with a brief description of some of the classical leadership models along with a brief description of transactional and transformational styles. The writer reports two empirical studies about educational leadership. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: ME12_PG691191.doc
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Unformatted sample text from the term paper:
are no special models or styles for leadership and management. Tried and true theories and models are translated to the field of education. Theories of leadership have evolved over
decades. There are four major theoretical categories of leadership models, which are trait theories, behavioral theories, contingency theories and transformational theories (Changing Minds, 2011; Doyle & Smith, 2009). Interestingly, Doyle
and Smith (2009) do not discuss the Great Man theory, which is considered to be the first leadership theory and proposed that leaders were born, not made and these individuals
take the leadership role when it is needed (Changing Minds, 2011). In a way, this dates back to Plato and Socrates. Trait theories are based on the premise that
leaders possess certain traits or characteristics. These would include things like adaptability, assertiveness, ambitious, dependable, energetic, self-confident and so on (Changing Minds, 2011). Behavioral theories are based on the premise
that people can learn to be leaders (Changing Minds, 2011). Blake and Mouton identified four styles of behaviors: concern for task, concern for people, directive leadership, and participative leadership (Changing
Minds, 2011; Doyle & Smith, 2009). Contingency or situational styles propose that an effective leader adopts the style that will be most effective in any given situation (Doyle & Smith,
2009). Contingency styles consider the relationship between the leader and follower, the specific task, and power (Doyle & Smith, 2009). A number of authors discussed transformational and transactional leadership styles
(Changing Minds, 2011; Doyle & Smith, 2009). The transformational leader is viewed as a very effective change agent. The transactional leader is one who exchanges one thing for another, for
instance, greater performance will result in rewards (Doyle & Smith, 2009). It is important to recognize that the transactional leader is very effective, he or she knows what is needed
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