Connection Between School Culture and Leadership Styles :: Leadership

There is a connection between school culture and leadershiphip styles. The literature survey will also address the two basic categories of leadership. According to coxswain (2001), there are two basic categories of leadership which are transactional and transformational. The undermentioned scholars (Barnett, McCormick & Conners, 2001) made the distinction between transactional and transformational leadership. James McGregor Burns (1998) introduces Burns the expiration between ordinary (transactional) and extraordinary (transformational) leaders. According to James McGregor Burns (1998) transactional leaders exchanged tangible rewards for the work and loyalty of followers, and (transformational) leaders are the ones who prosecute with followers. Additionally, the focused on higher order intrinsic needs, and raised instinct about the significance of specific outcomes. (Bernard Bass, 2003) introduces the conception of transactional and transformational leadership. He s tates that they are set out concepts and that good leaders demonstrate characteristics of both. Bass (1990b, p. 21) states that Transformational leadership fosters capacity evolution and brings higher levels of personal commitment amongst followers. However, transformational leadership occurs when leaders broaden and parent the interests of their employees. (Kelly, 2003 Yukl, 1989) asserts that Transformational leaders elevate people from low levels of need. Transformational leaders are state to create trust, admiration, loyalty and respect amongst their followers (Barbuto, 2005, p. 28). (Rice, 1993) determines that Transformational leadership is also found on self-reflective changing of values and beliefs by the leader and their followers. From this emerges a blusher characteristic of transformational leadership. According to Gronn (1996) the literature in educational leadership offers no single conception of the processes that constitute transformational lea dership. Gronn (1996) draw and quarters emphasis on the close consanguinity between personal appealtic and transformational leadership. He point out the absence of notions of charisma in some work transformational leadership. (Leithwood & Jantzi, 2000) introduce the quaternary primary(prenominal) factors that make up transformational leadership whereas. They introduce the four main factors which are 1.) idealise influence, 2.) Inspirational motivation, 3.) Intellectual stimulation, 4.) Individualized consideration. The Additive Effect of Transformational Leadership supports these four main factors Hall, Johnson, Wysocki and Kepner (2002, p. 2). It will very important to evaluate the four main factors and the effect they can have when dealing with the topic of discussion which is the character reference of the principal in shaping school culture.