Ethical leadership plays a major role in school administration while transactional and transformational leadership styles have been known to be effective in an organizational setting. However, the latter styles have also been linked to unethical behavior. The research problem for this study tested the possibility that transactional and transformation leadership behavior would lead to unethical leadership behavior among school administrators. The study, which was quantitative, nonexperimental, and ex post facto in nature, was aimed at evaluating the major facets of ethical, transactional, and transformational leadership styles. The literature reviewed did not support a possible link between the three leadership styles being studied. The Multifactor Leadership Questionnaire and the Ethical Leadership Scale were used to determine the relationship. The omnibus hypothesis was tested using a statistical model based on multiple regressions utilizing a probability sample attained through random sampling. Data were collected through a survey of 729 participants consisting of principals, assistant principals and school administrators from an independent school district in the southwestern United States. The statistical analysis of the data collected was conducted using SPSS 20.0 software. The ANOVA regression model revealed that at least one of the transactional or transformational variables was linked to ethical leadership behavior. The findings backed literature review results that no marked relationship existed between the attributes of transformational leadership and the ethical leadership behavior of school administrators. However, a significant and positive correlation was noted between the idealized behaviors of transformational leadership and ethical leadership behaviors of school administrators. When the intensity of transformational leadership behavior increased, there was a substantial rise in ethical leadership behavior. However, there was no sizable link between the inspirational motivation, intellectual stimulation, contingent reward, and management-by-exception behaviors of transformational leadership and the ethical leadership behavior of the sample base. To summarize, while transformational leadership attributes were not linked to ethical leadership behavior of school administrators, transformational leadership behaviors showed a significant relationship in the same context. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]