Transformational leadership in schools – Panacea, placebo or problem?

By Kerry Barnett, John McCormick, R. Conners. 2001

197 citations recorded by the source corpus.

Describes a study, which investigated the relationship between the transformational and transactional leadership behaviours of school principals in selected New South Wales state secondary schools with some teacher outcomes and aspects of school learning culture. Analysis suggested that there were two factors which were transformational, two factors which were transactional and one teacher outcome factor. Five school learning culture factors were identified. Furthermore, the transformational leadership behaviour (individual concern) was associated with the teacher outcomes – satisfaction, extra effort and perception of leader effectiveness. Contrary to what might be expected, transformational leadership behaviour (vision/inspiration) had a significant negative association with student learning culture. Significant interactions suggested that this relationship may be more complex than might be expected.

Subfields: Education, Safety Research

View Paper: https://www.semanticscholar.org/paper/2780a08bacb637dea5b21373757d5f7266e897ed

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Education

1. John McCormick
2. Kerry Barnett
3. E. Usher
4. Frank Pajares
5. Peter Miksza
6. C. Floyd

In Safety Research

1. John McCormick

Citations in the corpus

• Kouzes and Posner's Transformational Leadership Model in Practice: The Case of Jordanian Schools (2009, background): “According to Barnett et al. (2001) the challenges that were brought to schools by the idea of school reform have been cited as reasons for advocating transformational leadership in schools because it is well suited to the challenge of current school restructuring.”
• Leadership and Individual Principal-Teacher Relationships in Schools (2004, background): “In addition, principals must recognize that vision has the potential to assist in the attainment of goals, and at the same time, principals need to understand that vision also has the potential to displace goals (Barnett et al., 2001).”
• Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty (2019, background): “Barnett, McCormick, and Conners (2001) noted that trans-formational leaders with this style can build a trust-based culture within educational institutes, an antecedent of knowledge sharing.”