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Paper 8 Review of leadership theories,principles and styles and their
relevance to educational
management
By Amanchukwu, Jones Stanley and
Prince Ololube
1 Introduction
In order to be a good leader, one must have experience, knowledge, commitment, patience and skill to negotiate
and work with others to achieve goals. Good leaders are thus made, not born. Good leadership developed through
never ending process of self-study, education, training and the accumulation of relevant experience. Boulding said
basis of good leadership is strong character and selfless devotion to organization. Leadership is comprised of
everything a leader does that affects achievement of objectives and well-being of employees and organization.
Trustworthiness is key as trust if fundamental.
Leadership involves responsibility aimed at achieving end by applying available resources and ensuring cohesive &
coherent organization in the process. Northouse and Rowe (2007) described leadership as process where individual
influences a group of individuals to achieve common goal. Effective leadership is crucial to proper operation and
survival of non-profit organization.
Good or effective leader inspires, motivates and directs activities to help achieve goals. Ineffective leaders don’t
contribute to organizational progress and can detract from organizational goal accomplishment. According to Naylor
(1999) effective leadership is product of the heart and effective leader must be visionary, passionate, creative,
flexible, inspiring, innovative, courageous, imaginative, experimental, and initiates change.
Research conducted on need for reform for African countries especially Nigeria. Not only focus on what educational
leadership is but impact on school management and part it plays in meeting challenges facing education institutions.
Wider context examined in which leadership is made on effectiveness and improved school management.
2 Theories of leadership
Most research today has shifted from traditional trait or
personality-based theories to a situation theory (dictates that
situation in which leadership is exercised is determined by
leadership skills and characteristics of the leader), all
contemporary theories can fall under three perspectives:
leadership as a process/relationship, a combination of traits or
personality characteristics or leadership as certain
behaviors/leadership skills. In more dominant theories, leadership
process that involves influence with a group of people toward
realization of goals.
Charry (2012), early 20th century increase of scholarly interest in
leadership and focused on qualities distinguishing leaders from
followers and later looking at other variables including situational
factors and skill levels, identified 8 major leadership theories:
2.1 “Great man” theory
Great leaders are born, not made. Leaders portrayed as heroic, mythic and destined to rise to leadership when
needed. At the time leadership thought as primarily male quality, especially military leadership.
, 2.2 Trait Theory
People inherit certain qualities/traits making them better suited to leadership. Identify personality or behavioral
characteristics shared by leadership. How to explain people who posses qualities but aren’t leaders if traits are key
features? Inconsistencies in relationship between leadership traits and effectiveness led to shift paradigms in search
of new explanations for effective leadership.
2.3 Contingency Theories
Focus on particular variables related to environment determining which style best suited for work situation. No
single style is appropriate in all situations. Success depends on number of variables like qualities of followers and
situational features. Any condition in any relevant environment should be considered when designing organization
or one of its elements. Effective leadership depends on degree of fit between leader’s qualities and leadership style
& that demanded in specific situation.
2.4 Situational Theory
Leaders choose best course of action based on situational conditions or circumstances. Different styles appropriate
for different types of decision making. Autocratic when team where leader expected to be most knowledgeable and
experienced and democratic when team members skilled and expected to be treated as such.
2.5 Behavioral Theory
Great leaders are made, not born. Actions of leaders focused on and not intellectual qualities or internal states.
People can learn to become leaders through training and observation. Interest in behavior leader stimulated by
comparison of autocratic (work well when leader present but group members unhappy and express hostility) and
democratic (do nearly as well as autocratic though member more positive feelings and hostility and efforts continue
without leader) as groups perform differently.
2.6 Participative Theory
Ideal style takes input of others into account. Encourage participation and contributions and help group member feel
relevant and committed to decision-making process. Manager seeks to involve others improving commitment and
increasing collaboration leading to better quality decisions and more successful business.
2.7 Transactional/Management Theory
Focuses on role of supervision, organization and group performances and exchanges between leaders and followers.
Theories bases leadership on system of rewards and punishments. Leader’s job is to create structures making clear
what is expected of followers and consequences with meeting or not meeting those expectations. Successful means
reward, failure means punishment.
2.8 Relationship/Transformational Theory
Focuses on connections between leaders and followers. Leadership is process by which a person engages with others
and able to create connection resulting in increased motivation & morality in followers and leaders. Theories
compared to charismatic leadership where those with certain qualities (confidence, extraversion) are seen as best
able to motivate followers. Leaders motivate & inspire people by helping group members see importance of higher
good of task. Leaders are focused on performance of group members and on fulfilling potential of each. High ethical
and moral standards of leaders of this style.
2.9 Skills theory
Learned knowledge & acquired skills/abilities are significant factors in practice of effective leadership. Doesn’t refuse
acknowledgment of connection between inherited traits and capacity to lead effectively, argues that learned skills
(developed style- and acquired knowledge are real keys to leadership performance. Strong belief in this theory
demands considerable effort and resources to be devoted to leadership training & development.
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