This document is a chapter in "The Principles and Practice of Educational Management," which aims to provide a systematic and analytical introduction to the study of educational management. The structure of the book reflects the main substantive areas of educational leadership and management, and most of the major themes are covered in the volume's 19 chapters, of which this is one. This chapter gives an overview of the traditional and alternative concepts of leadership. It introduces some general models of leadership styles and strategies, and highlights the roles of leadership in strategic management, action learning, and paradigm shifts in education. Different scholars interpret the concept of leadership differently. Some believe that leaders influence the activities of an organized group toward goal-setting and goal achievement; others claim that leaders initiate a new structure or procedure for accomplishing an organization's goals and objectives; while others see leaders as a force that can initiate action among people. The application and practice of these leadership models usually results in different types of leadership styles, styles that can be described in five different dimensions: human leadership, structural leadership, political leadership, cultural leadership, and educational leadership. In addition to these types of leadership, there are seven models or leadership roles that can be identified: goal developer, resource developer, process engineer, social leader and satisfier, environmental leader, supervisor, and organizational developer. Taken together, these perspectives of leadership can provide a basic understanding of educational management, providing leaders with a new set of leadership beliefs that can transform traditional constraints, helping them to develop an appropriate school environment for workers. (Contains 53 references.) (RJM)