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Essay / Research Paper Abstract
A 9 page paper that compares the transformational leadership style to the democratic leadership styles. Both styles have a lot in common, such as having a vision and working collaboratively with staff. The six characteristics of the transformational leaders are explained. The democratic style has also been referred to as participative or collaborative. After explaining and discussing these two leadership models, the writer turns to school leadership and how or why these styles can be effective in leading schools. Bibliography lists 11 sources.
Page Count:
9 pages (~225 words per page)
File: MM12_PGldtrdm.rtf
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Unformatted sample text from the term paper:
buy into the vision the leader is espousing (Marxcy, 1999). Another caveat is that followers must make a commitment to organizational goals (Marxcy, 1999). The one adjective associated most often
with the transformational leader is charisma - the transformational leader has charisma and is able to instill respect in followers (Blakeman, 1997). Charisma, like leadership, is a difficult trait
to define and describe other than it is something that inspires people to follow. Transformational leaders help others to grow and develop (Blakeman, 1997). Research has concluded that the
transformational leader "must be able to inspire and organize an effective pursuit of the vision and maintain it even when sacrifices are required" (Hooker, 2000). Transformational leaders tend to share
six characteristics, which have been identified as: 1. Empathy: This is perceived as an understanding of employees and how they feel (Hooker, 2000). Transformational leaders listen to employees
(Hooker, 2000). 2. Vision: The transformational leader is able to create a vision for the organization, which might necessitate a change in the organizations direction (Hooker, 2000). The vision is
often transmitted to employees through the use of narrative discourse, i.e., telling stories. The transformational leader might often use cultural symbols, similes or metaphors to communicate the new vision (Hooker,
2000). Whatever specific mode of language is used, the vision is conveyed clearly. 3. Self-assurance: The transformational leader has self-confidence and self-assurance although he or she is not a know-it-all,
in fact, this leader is not afraid to admit she doesnt know everything (Hooker, 2000). This leader shares successes and failures and gets people involved in the activities (Hooker, 2000).
4. Risk-taker: The leader takes risks although not foolish ones and he or she takes the actions that are needed to support the goals and vision (Hooker, 2000). 5. Commitment:
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