Leadership

While I would like to believe I am a transformational leader, there are times I find that I

demonstrate the characteristics of the transactional theory in my everyday practice in

formal leadership roles. Transformational leadership theory, as I understand it as

described by James Burns, "looks for potential motives in followers, their needs, values,

and morals" and "involves attempts by leaders to move individuals to higher standards of

moral responsibility". James Fisher describes the transformational leader as one who is

decisive, assertive, and visionary.

On the other hand, transactional theory views leadership as a mutual and reciprocating

process of exchange between leaders and followers. This type of leadership may seem to

be more "managerial" than "leadership" because it relies on what is reasonable and

sensible rather than on cherisma and power. I tend to believe that this theory leans more

toward the practical aspects of communication, and to the process of distributed

leadership, and to facilitating rather than directing. This then leads one to believe that

their leadership is demonstrated by Team Leader, a high - high for behavorial

theories, according to the Blake and Mouton Managerial Grid (1985). I invision a team

environment in which all team members can reach their highest potential, both as team

members and as people.

Now I will embark on the leadership theory that the transformational leadership builds on

top of transactional leadership. In a real world, and as a leader, there is a strong need to

be a knowledge-based environment for our clients or students. Such an environment

requires our school to be a true learning organization where students are engaged in

challenging and interesting academic work and where teachers and the administrative

staff are collaboratively involved in learning about the most effective instructional