A Review of Leadership Styles and Models of Educational Management: How Does it Inform School Leadership Practices?
Keywords:
School Leadership, Leadership, Leadership Styles, Models of Educational ManagementAbstract
The 21st century has witnessed great interest in educational leadership partly because of the widespread belief placed on the quality of leadership in bringing significant progress to student and school improvement outcomes. This broadens the recognition and need that schools need effective and efficient leaders and managers if they are to provide the best possible outcomes. This article reviews six model of educational management (formal, collegial, political, ambiguity, cultural and subjective) and nine related leadership styles (Managerial, Emotional, Transformational, Distributed, Transactional, Postmodern, Contingency, Participative and Moral). The main purpose of this article was to establish a linkage leadership styles and models and educational management and how such a linkage can inform school leadership practices for continuous school improvement plans. The linkage does focus on the role educational leadership can play in meeting the challenges facing educational institutions today. The article concludes that the relevance of the linkage will greatly depend on the organizational context and applicability depends on the event, the situation and members within the school. The validity of this linkage will also depend on the following considerations: size of the institution; structure of the organization; nature of the leadership process; availability of resources and external environment.
Downloads
References
Ahanchian, M.R. (2003), Education in the postmodern condition. Tehran: Tahoori.
Akpoviroro, K. S., Bolarinwa, K. I., & Owotutu, S. O. (2018). Effect of Participative Leadership Style on Employee’s Productivity. Business Trends 8(2); 48–58.
Ball, S. J. (1987). The micro-politics of the school. Towards a Theory of School Organization. New York. Metheun.
Baldridge, J. V. (1971). Power and conflict in the university : research in the sociology of complex organizations. J. Wiley.
Barman, K.,(2009), Leadership Management: Achieving Breakthroughs, Global India Publications,. Ethics 120, 81–93. doi: 10.1007/s10551-013-1644-z
Bass B. M. and Avolio B. J., (1990) Developing transformational leadership: 1992 and beyond, Journal of European Industrial Training, 14 , 21–27
Bass Bernard M. and Avolio(1994) Bruce J., Improving organizational effectiveness -Through transformational leadership, Sage Publications, Thousand Oaks, California
Bhatti, M. H., Ju, Y., Akram, U., Bhatti, M. H., Akram, Z., & Bilal, M. (2019). Impact of Participative Leadership on Organizational Citizenship Behavior: Mediating Role of Trust and Moderating Role of Continuance Commitment: Evidence from the Pakistan Hotel Industry. Sustainability 5(2); 34-44.
Boje, D & Dennehy, R. (2000). The Story of Post Modern Management. Sage Publication.
BOLAM, R. (1999). Educational administration, leadership and management: towards a research agenda. In T. BushL. Bell, & R. Bolam (Eds.), Educational management: Redefining theory, policy and practice (pp. 192-205). SAGE Publications Ltd, https://dx.doi.org/10.4135/9781446219676.n15Bolman, L. G., & Deal, T. E. (1991). Reframing organizations (Vol. 130): San Francisco: Jossey-Bass.
Burns J. M., (1978), Leadership, Harper & Row, New York
Bush,T., 2015. Leadership și management. Iași: Editura Polirom.
Bush, T. (2011). Theories of educational leadership and management: Sage.
Bush, T. (2003). Theories of Educational Leadership and Management (3rd ed.), London: Sage Publishing Ltd.
Bush, T. (1995), Theories of Educational Management: Second Edition, London, Paul Chapman.
Bush, T. (1986), Theories of Educational Management, London, Harper and Row.
Charry, K. (2012). Leadership Theories - 8 Major Leadership Theories. Retrieved March 23, 2014 from http://psychology. about.com/od/leadership/p/leadtheories.htm
Cherry, K. (2011). What is a theory? Retrieved March 19, 2014, from http://psychology.about.com/od/tindex/f/theory.htm.
Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., and Farh, J. L. (2004). Paternalistic leadership and subordinate responses: establishing a leadership model in Chinese organizations. Asian J. Soc. Psychol. 7, 89–117. doi: 10.1111/j.1467-839x.2004.00137.
Cuban, L. (1988) The Managerial Imperative and the Practice of Leadership in Schools. State University of New York Press, Albany, NY.
Daresh, J. (1998), Professional development for school leadership: the impact of US educational reform. International Journal of Educational Research, 29 (4), 323–33.
Dressler, B. (2001). Charter school leadership. Education and Urban Society, 33(2), 170-185.
Effelsberg, D., Solga, M., and Gurt, J. (2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: a two-study investigation. J. Bus.
Everard, K.B., Morris, G., & Wilson, I. (2004). Effective School Management (4th ed.), London: Sage Publishing Ltd.
Fairholm, M. R., and Fairholm, G. W. (2009). Understanding Leadership Perspectives: Theoretical and Practical Approaches. New York, NY: Springer.
Farh, J. L., Cheng, B. S., Chou, L. F., and Chu, X. P. (2006). “Authority and benevolence: employees’ responses to paternalistic leadership in China,” in China’s Domestic Private Firms: Multidisciplinary Perspectives on Management and Performance, eds A. S. Tsui, Y. Bian, and L. Cheng, (New York, NY: M.E. Sharpe), 230–260.
Farr, S. (2011). Leadership, not magic. Educational Leadership, 68(4), 28-33. Retrieved from www.ascd.org
Fidler, B. (1997), School leadership: some key ideas, School Leadership and Management, 17 (1), 23–37.
Fidler, B. (2000), A situational approach to leadership, School Leadership and Management, 20(4), 403–05.
Fullan, M. (1992a), Successful School Improvement, Buckingham: Open University Press.
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Boston, MA: Harvard Business School Press.
Greenfield, T. (1991) ‘Reforming and revaluing educational administration: whence and when cometh the phoenix’, Educational Management and Administration, 19(4): 200–17.
Greenfield, T. (1973), Organisations as social inventions: rethinking assumptions about change, Journal of Applied Behavioural Science, 9(5), 551–74.
Greenfield, T. and Ribbins, P. (eds) (1993) Greenfield on Educational Administration: Towards a Humane Science, London: Routledge
Gronn, P. (2010), ‘Where to next for educational leadership?’, in Bush, T., Bell, L. and Middlewood, D. (Eds.), The Principles of Educational Leadership and Management, London, Sage.
Gunter, H. (2001), Leaders and Leadership in Education, London, Paul Chapman.
Hallinger, P. (2003), ‘Leading educational change: Reflections on the practice of instructional and transformational leadership’, Cambridge Journal of Education, 33 (3): 329-350.
Hallinger, P. and Heck, R. (2010), ‘Leadership for learning: Does collaborative leadership make a difference in student learning? Educational Management, Administration Leadership 38 (6): 654-678.
Hallinger, P. and Heck, R. (1999), Next generation methods for the study of leadership and school improvement, in Murphy, J. and Louis, K. (eds.), Handbook of Research on Educational Administration, 2nd edition, San Francisco, Jossey Bass, (141–62).
Hallinger, P. and Murphy, J. (1985), Assessing the instructional management behaviour of principals, The Elementary School Journal, 86(2), 217–47
Handy, C. (1993). Understanding organizations: Penguin UK.
Harris, A. (2010). Distributed leadership: evidence and implications. The Principles of Educational Leadership & Management, 55-69.
Harris, A. (2010), ‘Distributed leadership: Current evidence and future directions’, in Bush, T., Bell, L. and Middlewood, D. (Eds.), The Principles of Educational Leadership and Management, London, Sage.
Harris, A. (2003). Distributed leadership in schools: leading or misleading? Management in Education, 16(5), 10-13.
Harris, A., & Chapman, C. (2002). Effective leadership in schools facing challenging circumstances. Retrieved from http:/www.nscl.org.uk
Harris, A., & Spillane, J. (2008). Distributed leadership through the looking glass. Management in Education, 22(1), 31-34. doi:10.1177/0892020607085623
Hooper, H. & Caldwell, C., (2018). “A Transformative Philosophy: Insights to Excellence) in Human Resource Management: A Transformative Approach, Caldwell, C. & Anderson, V. (Eds.) Hauppage, NY: NOVA Publications, Chapter Three.
Howell J. M. and Avolio B. J.,(1993), Transformational leadership, transactional leadership, locus of control and support for innovation: Key predictors of consolidated -business unit performance, J. Serv. Mark ., 16, 487-502
Hoyle, E. (1999). The two faces of micropolitics. School leadership & management, 19(2), 213-222.
Hoyle, E. and Wallace, M. (2007), ‘Educational reform: An ironic perspective’, Educational Management, Administration and Leadership, 35 (1): 9-25
Hoyle, E. and Wallace, M. (2005), Educational Leadership: Ambiguity, Professionals and Managerialism, London, Sage.
Jung D. I., (2001)Transformational and transactional leadership and their effects on creativity in groups , Creativity Research Journal, 13, 185-195
Kahai S. S., Sosik J. J. and Avolio B. J., (1997), Effects of Leadership Style and Problem Structure on Work Group Process and Outcomes in an Electronic Meeting System Environment, Personnel Psychology, 50 , 1-146
Kanungo, R. N., and Mendonca, M. (1996). Ethical Dimensions of Leadership. Thousand Oaks, CA: Sage.
Keough T & Tobin B. (2000). Postmodern leadership and the policy lexicon: from theory proxy, to practice. Quebec: Level University, 8-91.
Kirkbride, P. (2006), “Developing transformational leaders: the full range leadership model in action”, Industrial and Commercial Training, Vol. 38 No. 1, pp. 23-32.
Kivipold, K., & Vadi, M. (2008). A tool for measuring institutional leadership and its implementation for the evaluation of organization leadership. Working Papers in Economics, 25(168-180), 55-71.
Lamb, R. (2013). How can Managers Use Participative Leadership Effectively? Retrieved March 17, 2014, from http://www.task.fm/participative-leadership
Leithwood, K. (1994). Leadership for school restructuring. Educational AdministrationQuarterly, 30(4), 498-518.
Leithwood, K., Jantzi, D. and Steinbach, R. (1999), Changing Leadership for Changing Times, Buckingham, Open University Press.
Lussier, R., and C. Achua (2015), Leadership: Theory, application, & skill development, Cengage Learning.
Mayrowetz, D. (2008). Making sense of distributed leadership: Exploring the multiple usage of the concept in the field. Education Administration Quarterly, 44(3), 424-435.
Miller, T. W., & Miller, J. M. (2001). Educational leadership in the new millennium: a vision for 2020. International Journal of Leadership in Education, 4(2), 181-189.
Naylor, J. (1999). Management. Harlow, England: Prentice Hall.
Ogawa, R. T., & Bossert, S. T. (1995). Leadership as an organizational quality. Educational Administration Quarterly, 31, 224-243.
Ogawa, R. T., & Hart, A. (1985). The effect of principals on the instructional performance of schools. Journal of Educational Administration, 22, 59-72.
Pasternack, B. A., Williams, T. D., Anderson, P. F. 2001. Beyond the Cult of the CEO – Building Institutional Leadership. Strategy & Business, Vol. 22, 69–79..
Rhodes, C.P. and Brundrett, M. (2008) What makes my school a good training ground for leadership development? Classroom Teachers from 70 Contextually Different Primary and Secondary Schools in England. Management in Education, 22(1), pp. 21-27.
Rhodes, C.P. and Brundrett, M. (2010) Leadership for Learning. In: T. Bush and L. Bell, The Principles and Practice of Educational Management (2nd ed). London: Sage Publications.
Rhodes, C.P., Brundrett, M. and Nevill, A. (2008) Leadership Talent Identification and Development. Educational Management Administration and Leadership, 36(3), pp. 311-335.
Robinson, V. M. J. (2001). Embedding leadership in task performance. In K. Wong & C. Evers (Eds.), Leadership for quality schooling: International perspectives (pp. 90-102). London: Falmer.
Robinson, V. M. J. (2007). School leadership and student outcomes: Identifying what works and why. Winmalee, NSW: Australian Council for Educational Leaders: (Monograph 41, ACEL Monograph Series Editor David Gurr) 28 pages. Reprinted in SPANZ: The Journal of the Secondary Principals Association of New Zealand, December 2008.
Sackney L & Mitchell C (2001) . Postmodern expressions of educational. I n : K L eith wood & P Ha lling er (e ds). The Second International Handbook ofEducational Leadership and Administration. Dordrecht: Kluwer.
Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185-211.
Sarason, S. B.(1990).The predictable failure of educational reform: Can we change course before it’s too late? San Francisco: Jossey-Bass Publishers.
Sammons, P., Hillman, J. and Mortimore, P. (1995) Key Characteristics of Effective Schools. A Review of School Effectiveness Research. Institute of Education, London.
Sergiovanni, T. (1991). The Principalship: A Reflective Practice Perspective. Needham Heights, MA: AllynBacon.
Sergiovanni, T. (1984). Leadership and excellence in schooling. Educational Leadership, 41(5), 4-13.
Sheppard, B. (1996), Exploring the transformational nature of instructional leadership, Alberta Journal of Educational Research, XLII(4), 325–44.
Southworth, G. (2002), Instructional leadership in schools: reflections and empirical evidence, School Leadership and Management, 22 (1), 73–92.
Southworth, G. (1993) ‘School leadership and school development: reflections from research’, School Organisation, 12 (2): 73–87
Spillane, J. P. (2005). Distributed leadership. Education Forum, 69, 143-150. Retrieved from http://distributedleadership.org.
Spillane, J. P. (2006). Distributed leadership. San Francisco, CA: Jossey-Bass.
Spillane, J. P. (2008, October). Leading and managing educational change: Engaging the challenge in practice. Presentation at NCCA conference, Carrickmacross, CO: Monaghan.
Spillane, J. P., & Diamond, J. B. (2007). Distributed leadership in practice. New York, NY: Teachers College Press.
Spillane, J. P., Halverson, R., & Diamond, J. (2000). Towards a theory of leadership practice: A distributed perspective. Evanston, IL: Institute of Policy Research
Spillane, J. P., Halverson, R., & Diamond, J. B. (2001). Investigating school leadership practice: A distributed perspective. Educational Researcher, 30(3), 23-28. Retrieved from http://distributedleadership.org
Spillane, J. P., Halverson, R., & Diamond, J. B. (2004). Towards a theory of leadership: A distributed perspective. Journal of Curriculum Studies, 36(1), 3-34.doi:10.1080/0022027032000106726
Starratt, R. J. (2001), Democratic leadership theory in late modernity: an oxymoron or ironic possibility? International Journal of Leadership in Education, 4 (4), 333–52.
Tang, C., and Naumann, S. (2015). Paternalistic leadership, subordinate perceived leader-member exchange and organizational citizenship behavior. J. Manag. Organ. 21, 291–306. doi: 10.1017/jmo.2014.84
Thoonen EEJ, Sleegers PJC, Oort FJ, et al. (2011) How to improve teaching practices: the role of teacher motivation, organizational factors, and leadership practices. Educational Administration Quarterly 47: 496–536.
Timperley, H. S. (2005). Distributed leadership: Developing theory and practice. Journal of Curriculum Studies, 37(6), 395-420. doi:10.1080/00220270500038545
Townsend, T. (2010). Educating school leaders to think and act both locally and globally. International Journal of Leadership in Education, 13(3), 335-348. doi:10.1080/ 1363124.2010.505300
Wasserberg, M. (1999), Creating the vision and making it happen, in Tomlinson, H., Gunter, H. and Smith, P. (Eds.), Living Headship: Voices, Values and Vision, London, Paul Chapman.
Wiesenthal, A. M., Kalpna, J., McDowell, T., & Radin, J. (2015). The new physician leaders: Leadership for a dynamic health. The New England Journal of Medicine, 1(3) 567-571.
Wong, C. S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. The Leadership Quarterly, 13(3), 24274.
Yang Jen-Te, (2007), Knowledge sharing: Investigating appropriate leadership roles and collaborative culture, Tourism Management, 28, 530-543
Ykaf, R., (1996). Interactive Planning (Management in accordance with revolution for the future development of the organization), Translation by Sohrab Khalili Shorini. Tehran: Maad Publication.
Yukl, G. A. (2002). Leadership in organizations (5th ed.). Upper Saddle River, NJ: Prentice-Hall.
Published
How to Cite
Issue
Section
This work is licensed under a Creative Commons Attribution 4.0 International License.
The work simultaneously licensed under a Creative Commons Attribution 4.0 International License
You are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
-
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
