Leadership Styles of Russian Enterprise Managers: The Effect of Transactional and Transformational Behaviors on Employees' Evaluation of Managerial Performance

The purpose of this research was to identify leadership styles of today's Russian enterprise managers and to determine how these styles are related to employees' subjective evaluation of managerial performance. The survey was based on Bass and Avolio's MLQ5x leadership styles instrument. Valid responses were received from 1,216 managers and employees at three large manufacturing enterprises located in Moscow. The study results suggest that Russian managers used three well‐known leadership styles—transactional, transformational, and laissez‐faire. However, the laissez‐faire style was not prevalent. Overall, transactional leadership was used more often than transformational leadership. Transactional contingent ceward leadership was used more often than any other approaches. Charisma and Individualized Consideration have received the lowest scores among the transformational leadership style dimensions. Tests of the relationship between leadership styles and managerial performance measures indicate that transformational leadership‐and one of its components, Charisma‐had the strongest relationship with positive outcomes. Implications for developing leadership training programs in Russia and for the transfer of Western training and development approaches are discussed.     

Transformational Partnerships: A New Agenda for Higher Education

In this article we develop the concept of transformational partnership and illustrate how such an understanding has enriched the relationship between a particular university and a school system. Transformational partnerships are different in purpose, nature, and strategies from transactional partnerships. They are based upon genuine engagement and a focus on common goals and mutual benefits. In transactional partnerships each institution pursues its own goals with little consideration of mutual goals or shared purpose. The areas of community engagement, leadership, and transformational partnerships provided key concepts for analysing the case study showing how higher education institutions can think and work differently with other institutions, organizations, and groups to achieve mutual benefits.     

Meta-analysis of transformational school leadership effects on school outcomes in Taiwan and the USA

Researchers have suggested that transformational leadership is an important aspect of effective schools; however, whether the effects vary across related studies and the robustness of the overall effect size remain unclear. A meta-analysis technique was used to synthesize the results of 28 independent studies and to investigate the overall relationship between transformational school leadership and three measures of school outcomes. The study found that, in terms of the mean effect sizes, transformational school leadership does have positive effects on teacher job satisfaction, school effectiveness perceived by teachers, and student achievement. Support for this paper was funded in part by the Taiwan’s National Science Council. The author is especially grateful to the two reviewers for their valuable comments and Dr. Jin-Fu Wu for his helps of statistical analysis.     

Consultative Paper on the Secondary School Curriculum

After introducing the author, some themes central to the article are explored through one school's eight year involvement with the Improving the Quality of Education for All (IQEA) school's improvement initiative. A short account of Sharnbrook Upper Schools evolving journey is presented, based around three different models. From this issues related to maintenance and development, and to leadership are explored. The final phase of the article suggests limitations to the models of transactional and transformational leadership as a means of providing leadership for the long haul in school improvement. Deriving from an analysis of contemporary research about leadership and from grounded understandings about alternative approaches to leadership (in both principle and practice) new leadership themes are presented, which are based around values, shared leadership contexts and capacity creation through learning.     

Antecedent and consequence of school academic optimism and teachers’ academic optimism model

The main purpose of this research was to examine the relationships among school principals’ transformational leadership, school academic optimism, teachers’ academic optimism and teachers’ professional commitment. This study conducted a questionnaire survey on 367 teachers from 20 high schools in Taiwan by random sampling, using principals’ transformational leadership scale, a school academic optimism scale, teachers’ academic optimism scale, and teachers’ professional commitment scale. The results of confirmatory factor analysis showed that there is good fit in the factor structure of school academic optimism and teachers’ academic optimism. The results of the Pearson product-moment correlation analysis and path analysis revealed that principals’ transformational leadership has a positive effect on school academic optimism and teachers’ academic optimism. School academic optimism has a positive effect on teachers’ academic optimism. Principals’ transformational leadership and teachers’ academic optimism have a positive effect on teachers’ professional commitment. Finally, this research offers some suggestions based on the results.     

The CCM Model: A Management Approach to Performance Optimization

ABSTRACT Three leadership styles are frequently discussed in the literature today: transactional, transformational, and most recently—transcendental. Managers may be able to put transactional, transformational, and transcendental leadership style theories into practice without inventing a new set of processes and procedures to achieve individual follower optimal performance and effect positive change and optimal individual performance within an organization. The management activities of coaching, counseling, and mentoring are articulating activities for transactional, transformational, and/or transcendental leadership styles.     

Two profiles of schoolteachers: a discriminant analysis of job satisfaction

Using discriminant analysis, this study attempts to construct profiles of two types of teachers: those with a low level of job satisfaction and those with a high level of job satisfaction. In addition to their background and demographic characteristics, teachers’ perceptions of their occupation and of their principals’ leadership styles (transformational or transactional) are examined as predictors that discriminate between teachers with low and high levels of satisfaction. The results suggest that teachers with a low level of satisfaction can be reliably distinguished from teachers with a high level of satisfaction by their occupational perceptions, principals’ leadership styles, and a number of their demographic characteristics. Implications of the findings for school principals and teachers are discussed.     

Types of educational leadership in a postindustrial society

As school improvement efforts shift to emphasis on restructuring, the types of leadership required to effectively develop new patterns of shool structure and relationships also are being questioned. This discussion examines transactional, transformational, cultural, and critical types of leadership, compared on the dimensions of the roles of formal school leaders, the roles of teachers and other school staff, and the value system of leadership (which would include the goals and purpose of leadership and perceptions of the standards by which performance will be evaluated). Critical leadership is suggested to be the most promising approach through combining the pursuit of democratic value with explicit examination of structural and cultural dimensions of school organization.     

Leadership that Transforms and Transacts: A Case of More Inspiration and Less Charisma

Bass' (1985) model of transformational leadership was largely confirmed in this study of school-level leaders in Singapore. However, instead of three factors of transformational leadership only two were obtained. Charismatic Leadership failed to emerge. It was replaced by an Inspirational Leadership factor that also included Bass' Intellectual Stimulation factor. The two transactional leadership factors of Contingent Reward and “passive” Management-by-Exception were obtained, but not the more recent addition, the “active” Management-by-Exception factor. Contrary to expectation, no gender difference was obtained with regard to the four factors.     

学校领导的新进展：从教学领导到转型领导

学校领导的研究已有100余年的历史,20世纪80年代后出现了两种占主导地位的领导范式:教学领导和转型领导。前者强调自上而下的控制;后者强调自下至上的参与式改革,是一种分享式的领导范式。教学领导凭借管理与控制组织成员导向既定的目标;转型领导则通过提升组织成员的期望值来憧憬、创造未来。鉴于两者的优点与不足,未来的领导范式将是两者的有机整合。     

Leading Educational Change: reflections on the practice of instructional and transformational leadership

Over the past two decades, debate over the most suitable leadership role for principals has been dominated by two conceptual models: instructional leadership and transformational leadership. This article reviews the conceptual and empirical development of these two leadership models. The author concludes that the suitability or effectiveness of a particular leadership model is linked to factors in the external environment and the local context of a school. Moreover, the paper argues that the definitions of the two models are also evolving in response to the changing needs of schools in the context of global educational reforms.     

团队文化和领导方式对团队创新的影响及其机制

以中国南方某省级电信运营公司及其所属18个市级分公司的90个团队、306名团队成员为样本,探讨了市场导向、学习导向这两种团队文化特质与团队创新的关系及其影响机制。回归分析结果表明:(1)市场导向与学习导向正向预测团队创新。(2)团队反思在市场导向、学习导向与团队创新关系中起着完全中介作用。(3)领导方式在团队文化与团队反思的关系中具有调节作用,总体而言,在一个有利于创新的团队文化氛围中,变革型领导相比交易型领导更能促成反思和创新,但其正向调节效应并不十分稳定。     

Levinas,bureaucracy, and the ethics of school leadership

Given present criticisms of contemporary education and leadership practices, this article investigates the ways in which the basic concepts of state freedom and bureaucracy stifle ethics and social justice in educational leadership practices through the philosophical framework of Emmanuel Levinas. By investigating Levinas’ ‘an-archy’, the definition of ethics and justice in school leadership can be reframed towards responsibility to otherness rather than individual freedom. The anarchical ethic of pure responsibility to the Other suggests that educational leaders should prioritize specific acts of responsibility over general actions based on the assumptions of traditional state education. Aspects of transactional, transformational, and social justice leadership are critiqued from this perspective.     

Leadership for Organisational Learning and Improved Student Outcomes—What Do We Know?

The Leadership for Organisational Learning and Student Outcomes (LOLSO) Research Project addresses the need to extend present understandings of school reform initiatives that aim to change school practices with the intention of supporting enhanced student learning. In this article results from LOLSO's teacher surveys ('teacher voice') and student surveys ('pupil voice') are organised around six of the project's major research questions: how is the concept of organisational learning (OL) defined in Australian secondary schools (teacher voice)? What leadership practices promote OL in schools (teacher voice)? What are some outcomes of schooling other than academic achievement (pupil voice)? What are the relationships between the non-academic and academic outcomes of schooling? Do school leadership and/or organisational learning contribute to student outcomes? What other factors contribute to student outcomes? The answers to these questions lead to four clear implications relating to distributive leadership, development, context, and a broader understanding of student outcomes. The answers also raise concerns about the current emphasis on transactional leadership, that is school leadership that overemphasises the managerial or strategic.     

Schools as Learning Organisations - Effects on Teacher Leadership and Student Outcomes

This article examines the nature of organisational learning and the leadership practices and processes that foster organisational learning and, more importantly, the impact of these variables on teacher leadership. A path model is used to test these school variables as well as school characteristics such as availability of resources and community focus against the impact of SES and school size on students' views of teachers' work in the classroom and student outcomes such as attendance, and participation in and engagement with school. The importance of reconceptualising schools as learning organisations to promote successful school change is discussed.     

Leadership and gender in higher education: a case study

Literature concerning leadership styles in HE provides no distinct view on whether style relates to gender. Transformational styles are regarded by some as particularly suited to times of change, and likely to be adopted by women; but others argue such styles are unsuited to HE. In a study of leadership within an institute of higher education undergoing change, transformational and transactional leadership behaviours were identified in all senior managers, male and female. However, when official communications were plotted over time, transformational attitudes were superseded by transactional. Women managers apparently identified more with male gender paradigms and displayed male-type leadership behaviours, whilst men showed female paradigm identification and female-type leadership. Additionally, managers indicated that past experience of ‘poor’ management and their subject training had greatly influenced their leadership approaches.     

Educational Leadership Reconsidered: Re-Invoking Authority in Schools

By far the most challenging task faced by schools in post-apartheid South Africa, has been the distance educational leaders were mandated to put between the educational institutions and the apartheid legacy of racial discrimination and exclusion. It is therefore not surprising that there are two dominant approaches to educational leadership, namely the transactional and transformational leadership paradigms that were considered as apposite to ensure the implementation of new educational policy and curriculum developments. Indeed, the theoretical debates about educational leadership have extended expositions of the concepts of transactional and transformative leadership that are often perceived as forms of educational leadership that can enhance the democratisation of educational institutions, such as schools. However, after the demise of apartheid all attempts to move beyond authoritative practices have been shown to be undesirable; and the transactional and transformative forms of educational leadership might have too hastily and prematurely abandoned authoritative forms of leadership. Therefore, in this article the authors argue in defence of authority as constitutive of transformative leadership in schools by reflecting on current leadership practices in schools.     

Influential factors for knowledge creation practices of CTE teachers: mutual impact of perceived school support, transformational leadership, and work engagement

This study examined the structural relationships among perceived school support, transformational leadership, teachers’ work engagement, and teachers’ knowledge creation practices. It also investigated the mediating effects of transformational leadership and work engagement in explaining the association between perceived school support and knowledge creation practices. Samples included 284 career and technical education teachers in the United States. Structural equation modeling was employed. Perceived school support was positively associated with transformational leadership and teachers’ work engagement, but had no direct impact on knowledge creation practices. Transformational leadership was found to affect knowledge creation practices, but not work engagement of teachers. Although a supportive school climate had no direct relationship with knowledge creation practices, it indirectly affected this outcome variable through transformational leadership and teachers’ work engagement. The results suggest that in order to increase teachers’ knowledge creation activities, a supportive school climate should be provided with efforts to improve teachers’ work engagement and transformational behaviors of the principal.     

Reflections on Leadership: Theory,Experience, and Practice

This article, which was delivered as the Thirty-Sixth Annual Dudley Allen Sargent lecture at the 2017 conference of the National Association for Kinesiology in Higher Education (NAKHE), discusses transformational leadership theory as an effective approach to inspiring subordinates and creating a culture that results in a shared vision and common approach to a positive organizational future. Contrasting a transformational versus transactional approach, it uses both published papers and leadership reflections from many of NAKHE’s most successful emerging and experienced professionals to provide suggestions on leadership methods that can be incorporated to facilitate transformative change.