[Literature Review]

by

Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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Abstract

This paper began with a brief review of key leadership concepts and this literature revealed that effective leadership in an organization is critical. Initial examinations of leaders reported the differences between leaders and followers. These attempts to isolate specific individual traits led to the conclusion that no single characteristic can distinguish leaders from non-leaders. Situational leadership revealed the complexity of leadership but still proved to be insufficient because the theories could not predict which leadership skills would be more effective in certain situations. The contingency models focused on the fit between personality characteristics, leaders' behaviors, and situational variables but did not clarify which or what combination of these determines effective leadership. Subsequent leadership studies differentiated effective from non-effective leaders. The comparison of effective and non-effective leaders led to the identification of two dimensions, initiating structures and consideration, and revealed that effective leaders were high performers in both. The situation approach to leadership supports the contention that effective leaders are able to address both the tasks and human aspects of their organizations.

Table of Content

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER 2: LITERATURE REVIEW1

Introduction1

Effect on leadership2

Leadership6

I.Types of Leadership15

a.Ethical and Moral15

b.Distributed20

Distributed Leadership20

c.Authentic23

d.Transformational24

e.Invitational25

Invitational Leadership?25

i.Managerial Strategies27

Teacher Leadership28

What Do Effective School Leaders Do?40

Licensure Systems42

Preparation Programs45

Professional Development49

Recommendations for Governors51

Reform Licensure Systems51

The Role of the Leader in Implementation56

Creating a School Culture of Change59

Effect on leadership:65

f.Leadership71

a.Wider canvas to paint the picture71

i.Leadership71

Leadership Roles within the Structural Context76

Conclusion Area80

REFERENCES82

CHAPTER 2: LITERATURE REVIEW

Introduction

Leadership continues to be recognized as a complex enterprise, and as recent studies assert, effective leaders are more than managers. They have vision, develop a shared vision, and value the contributions and efforts of their co-workers in the organization. Transformational leadership holds promise to further an understanding of effective leadership, especially the leadership needed for changing organizations.

This synthesis also sought to examine the literature to identify characteristics that appear to facilitate or impede the implementation of school improvement interventions, especially those likely to benefit at- risk students. The review of leadership literature has led to an initial identification of the six characteristics of leaders of educational change which are:

* having vision,

* believing that the schools are for learning,

* valuing human resources,

* being a skilled communicator and listener,

* acting proactively, and

* taking risks.

Effect on leadership

Administrators' vision tends to encompass the whole system or, as described by Manasse (1986), their vision is an organizational vision. Teachers' vision appears to focus primarily on the individual or personal actions for school change. However, the two may be different aspects of the same vision. School administrators that have developed a shared vision with their faculty have also ...