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Personal Leadership Style and Philosophy Michelle WilliamsGrand Canyon University: EAD-501 10-25-17Leadership is a person who provides motivation to person or group in order to accomplish a common goal. The leadership style that I most identify with is Transformational Servant Leadership. As a Principal, I would improve for the better, both teachers and students. I would work to create a caring atmosphere that promotes learning for all. (Cunningham and Gordiero 2006) stated, “Good leaders do not communicate with people because they need something, but to enjoy the shared experience of working toward exciting outcomes. They have a genuine interest in the staff and their optimal performance.” The highest score received on my Servant Leadership Questionnaire was 28 on Putting Subordinates First and Behaving Ethically. It would be my goal as principal to see that others realize the leadership potential in themselves. I would allow my staff to teach using their exclusive teaching styles, as long as educational standards are being met. (Davies 2002) acknowledged, “There is a tension between compliance and performance. Excessive compliance reduces the scope for creativity and limits performance.?I would work to provide resources to make my staff’s job easier and decisions would be made in the best interest of my staff and students. My students and staff would be my utmost priority. My staff and I would work together to insure that students are able to learn in an inviting learning environment. Transformational-leadership can be expected to encourage a more adaptive or developmental culture by emphasizing employee innovation, problem solving, and empowerment. (Bass and Riggio 2006). My second highest score was in the area of Emotional Healing 27.5. My goal would be to assist both staff and student with issues by finding resources to help them overcome the problem. I would get to know both staff and students.My third highest score is Grow and Succeed 26. I would provide opportunities for my staff to grow into leaders by providing them with leadership opportunities within the school and by encouraging them to go work beyond being a teacher. Teachers whom I feel have leadership abilities, I would encourage them to go to school to possibly become a principal. If teachers see that I recognize their efforts, they will feel appreciated. A fourth proposed aspect of transformational leadership is individualized consideration—where the leader recognizes the different desires and needs of followers and provides opportunities that enables their growth. (Avolio, Bass, and Jung 1999).My fourth highest score was Creating Value for the Community and Conceptual Skills 25.5. I personally thought Creating Value in the Community would have been higher, because I feel that community involvement is very important for the success of a school. On the first day of my principalship, I would begin drafting plans for community involvement. I would include local colleges and churches for tutoring programs. I would put into place programs where the school would also give back to the community by volunteering. School culture could be enhanced by reaching out to the community, encouraging meaningful participation by?parents, positively altering the community’s perception of the school district Goddard and Clarke (2007). I would conduct myself in an ethical manner by being fair in my decisions in regard to both students and staff. If I am not sure how to handle a problem, I would reach out for suggestions from my colleagues. I would be fair and unbiased in my decisions. The field of education is forever changing. Leading a school requires the educational leader to be flexible and change with the times. The main goal in any educational institution should be the children and student growth. In order for all students to be successful. The educational leader must in my opinion, move toward being a transformational-servant leader. A transformational-servant leaders can have a profound effect on a school. He/She must build My relationships with the teachers and create a strong vision, while urging potential leaders to reach higher goals. ReferencesAvolio, Bruce J., Bernard M. Bass, and Dong I. Jung. (1999). Re-examining the Components of Transformational and Transactional Leadership using Multifactor Leadership Questionnaire MLQ-Form 5X. Journal of Occupational and Organizational Psychology.Bass, Bernard M., and Ronald E. Riggio. (2006). Transformational Leadership, 2nd ed. Mahwah, NJ: Lawrence Erlbaum.Cunningham, W. G. and Cordeiro, P. A. (2006). Educational Leadership: A Problem-Based Approach (3rd ed). Boston, MA: Pearson Education, Inc.Davies, B. (2002). Rethinking schools and school leadership for the twenty-first century: Changes and Challenges. The International Journal of Educational Management (16)4/5, 196-207.Goddard, J. T. & Bohac-Clarke, V. (2007, Fall). The Cycles of School Change: Toward an Integrated Developmental Model. The Journal of Educational Thought. 41(2), 105-124.Personal Leadership Style and PhilosophyMy emerging personal model of leadership, inspired by my newly acquired knowledge of leadership styles, philosophies, and behaviors. ................
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