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ERIC Number: ED421758
Record Type: Non-Journal
Publication Date: 1998-Apr
Pages: 86
Abstractor: N/A
Reference Count: N/A
Examining a Superintendent's Transformational Leadership: From the Model to Successful Practice.
Mullin, Ann G.; Keedy, John L.
The superintendent, as a district-level influence, may have significant effect on second-order school change, yet there is little research on the behaviors of the superintendent in the context of second-order change. The purpose of this research was to study the transformational behaviors of a school district superintendent and the effects of those behaviors on selected principals and teachers. The findings of this qualitative case study operationalized transformational leadership in the behaviors of a superintendent leading a mid-sized public school district in North Carolina in the process of second-order change. Superintendent behavior categories clustered among three domains: (a) Articulating Professional Values and Beliefs; (b) Developing Problem Solving Skills; and (c) Developing a Collaborative Culture. Principal and teacher behavioral and affective outcomes related to these superintendent behaviors included changed administrative and teaching practices and improved student learning opportunities. Behavioral changes indicate the adoption of new norms. Transformational leadership, a relatively recent leadership construct, may have significant implications for school district leadership. Findings were generalized to Bass and Avolio's research on transformational leadership and Louis's development of district/school relationships. (Contains 68 references.) (Author)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A