Academic literature on the topic 'Trait leadership theories'
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Journal articles on the topic "Trait leadership theories"
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Hoyt, Crystal L., Scott T. Allison, Agatha Barnowski, and Aliya Sultan. "Lay Theories of Heroism and Leadership." Social Psychology 51, no. 6 (November 2020): 381–95. http://dx.doi.org/10.1027/1864-9335/a000422.
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Abstract. Whereas leadership is generally perceived as a masculine enterprise, heroism research suggests that people view heroes as similarly masculine, but having more feminine traits. We predicted that heroes will be evaluated higher than leaders in communion but not differ in agency. In Study 1, heroes were perceived to have higher communion and similarly high agency as leaders. In Studies 2 and 3, we replicated these trait ratings focusing on perceptions of typical heroes/leaders (S2) and personal heroes/leaders (S3). In Study 4, we showed that the greater level of communion associated with heroes is independent of their gender. In Study 5, using an implicit association test, we showed there is a stronger implicit association of communion with heroes than leaders.
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Deshwal, Vivek, and Mohd Ashraf Ali. "A Systematic Review of Various Leadership Theories." Shanlax International Journal of Commerce 8, no. 1 (January 1, 2020): 38–43. http://dx.doi.org/10.34293/commerce.v8i1.916.
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Leadership is an essential element in the success of any organization. The style of leadership used has a great influence on the behavior of employees, and thus their productivity directly relates to it. There are several theories developed which defines leadership in its way, and there is continuous development in this field. The current study examines the theories that emerged in leadership literature. Various theories like trait, behavioral, contingency, and emerging theories are described briefly in a systematic way. It is found that as time passed, the way to see leadership also changed, styles like transformational, transactional, authentic, ethical, servant emerged as new dimensions which suit to the changing business environment.
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Rodriguez, Alejandro, and Alvin Brown. "Conceptualizing leadership psychosis: the Department of Veteran Affairs scandal." International Journal of Public Leadership 12, no. 1 (February 8, 2016): 14–31. http://dx.doi.org/10.1108/ijpl-10-2015-0025.
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Purpose – This paper argues that “lack of leadership” is not an accurate descriptor for dysfunctional leadership. It proposes that some leaders fall into a type of dysfunctional performance when faced with the high and often conflicting organizational demands characteristic of the interdependent and rapidly evolving challenges of the twenty-first century. It calls this dysfunction “leadership psychosis.” The purpose of this paper is to offer a four-stage conceptual definition of leadership psychosis. Design/methodology/approach – Based on a review of the literature central to leadership psychosis, namely, transformational, authentic, and transactional leadership theories, the paper discusses the conceptualization of leadership psychosis as it progresses through four increasingly dysfunctional stages. Findings – It identified four increasingly dysfunctional stages of leadership psychosis grounded on the literature review central to transformational, authentic, and transactional leadership theories. Research limitations/implications – Transformational and authentic leadership theories are a nuanced development of the discarded trait theories of leadership. So it is fair to argue that leadership psychosis falls into the same criticism given that psychopathic leaders’ behavior can be seen as rooted in some personality trait. Measuring psychopathic leaders’ behavior will be an impressive challenge. Practical implications – It suggests replacing “lack of leadership” with a better descriptor of organizational dysfunction: leadership psychosis. Social implications – It calls attention to the rise of the organizational psychopath to leadership positions in the private, public, and nonprofit sectors. Originality/value – Leadership psychosis is introduced as a new construct to explain dysfunctional leadership.
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Schyns, Birgit. "Being suspicious in the workplace: the role of suspicion and negative views of others in the workplace in the perception of abusive supervision." Leadership & Organization Development Journal 42, no. 4 (April 6, 2021): 617–29. http://dx.doi.org/10.1108/lodj-06-2020-0242.
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PurposeResearch reported in this manuscript focuses on the relationship between trait suspicion and the perception of abusive supervision. Based on previous research, the authors assume that suspicion is positively related to the perception of abusive supervision. The role implicit theories play in this relationship is examined.Design/methodology/approachTwo studies are presented to examine the relationship between trait suspicion and the perception of abusive supervision as moderated by implicit leadership theories. The first study is a survey study, and the second study is an experimental vignette study.FindingsResults of both studies indicate that suspicion is positively related to the perception of abusive supervision and that implicit leadership theories moderate the relationship between suspicion and the perception of abusive supervision.Research limitations/implicationsResults are interpreted in terms of biases in leadership perception as well as the reversing-the-lens perspective.Originality/valueWhile there is progress in taking into account follower characteristics and the resulting perceptual biases in the study of constructive leadership phenomena such as transformational leadership, less is know about the follower perception aspect of destructive leadership phenomena. With this research, the authors extend research into the influence of follower characteristics on the perception of abusive supervision and also look at boundary conditions of this relationship by including implicit leadership theories as a moderator.
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Beal, Brian. "All at sea with leadership styles." Human Resource Management International Digest 24, no. 5 (July 11, 2016): 10–12. http://dx.doi.org/10.1108/hrmid-04-2016-0052.
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Purpose The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach The research uses grounded theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesize and develop existing leadership theory strands, as well as to extend the trait-process approach to leadership. Findings The research discovers the key interaction behaviors of engagement, disengagement and levelling. The findings support recent developments in follower-centric perceptions and in interaction specifically. The authors develop engagement theory by combining it with the less well-researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Originality/value This research uniquely uses grounded theory to extend current theories (competence-based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesizes and develops engagement and levelling (resistance to leadership) theories for the first time. As such, the project suggests a full range model of follower response to leadership, including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader–follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.
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Offord, Matt, Roger Gill, and Jeremy Kendal. "Leadership between decks." Leadership & Organization Development Journal 37, no. 2 (April 4, 2016): 289–304. http://dx.doi.org/10.1108/lodj-07-2014-0119.
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Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership. Findings – The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Research limitations/implications – The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers. Practical implications – Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent. Social implications – The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders. Originality/value – This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.
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Johnson, Andrew M., Philip A. Vernon, Julie M. McCarthy, Mindy Molson, Julie A. Harris, and Kerry L. Jang. "Nature vs nurture: Are leaders born or made? A behavior genetic investigation of leadership style." Twin Research 1, no. 4 (August 1, 1998): 216–23. http://dx.doi.org/10.1375/twin.1.4.216.
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AbstractWith the recent resurgence in popularity of trait theories of leadership, it is timely to consider the genetic determination of the multiple factors comprising the leadership construct. Individual differences in personality traits have been found to be moderately to highly heritable, and so it follows that if there are reliable personality trait differences between leaders and non-leaders, then there may be a heritable component to these individual differences. Despite this connection between leadership and personality traits, however, there are no studies of the genetic basis of leadership using modern behavior genetic methodology. The present study proposes to address the lack of research in this area by examining the heritability of leadership style, as measured by self-report psychometric inventories. The Multifactor Leadership Questionnaire (MLQ), the Leadership Ability Evaluation, and the Adjective Checklist were completed by 247 adult twin pairs (183 monozygotic and 64 same-sex dizygotic). Results indicated that most of the leadership dimensions examined in this study are heritable, as are two higher level factors (resembling transactional and transformational leadership)derived from anobliquely rotated principal components factors analysis of the MLQ. Univariate analyses suggested that 48% of the variance in transactional leadership may be explained by additive heritability, and 59% of the variance in transformational leadership may be explained by non-additive (dominance) heritability. Multi-variate analyses indicatedthat most ofthe variables studiedshared substantial genetic covariance, suggesting a large overlap in the underlying genes responsible for the leadership dimensions.
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Meuser, Jeremy D., William L. Gardner, Jessica E. Dinh, Jinyu Hu, Robert C. Liden, and Robert G. Lord. "A Network Analysis of Leadership Theory." Journal of Management 42, no. 5 (May 19, 2016): 1374–403. http://dx.doi.org/10.1177/0149206316647099.
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We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing conclusions about the status of leadership theory integration. All 293 articles included in the analysis identified 1 focal theory that was integrated with 2 or more supporting leadership theories. The 6 leadership approaches most often appearing as the focal theory were transformational leadership, charismatic leadership, strategic leadership, leadership and diversity, participative/shared leadership, and the trait approach to leadership. On the basis of inductive reflections on our analysis, we make two key observations. First, the 49 focal leadership theories qualify as middle-range theories that are ripe for integration. Second, drawing from social network theory, we introduce the term “ theoretical neighborhood” to describe the focal theoretical networks. Our graphical inductive analyses reveal potential connections among neighboring middle-range leadership theories that merit investigation and, hence, identify promising future directions for achieving greater theoretical integration. We provide an online supplement with 10 additional leadership theory graphs and analyses: leadership in teams and decision groups, ethical leadership, leader and follower cognitions, leadership emergence, leadership development, emotions and leadership, implicit leadership, leader-member exchange, authentic leadership, and identity and identification process theories of leadership.
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Kollenscher, Eldad, Micha Popper, and Boaz Ronen. "Value-creating organizational leadership." Journal of Management & Organization 24, no. 1 (September 27, 2016): 19–39. http://dx.doi.org/10.1017/jmo.2016.33.
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AbstractDespite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.
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Lumban Gaol, Nasib Tua. "Teori Kepemimpinan: Kajian dari Genetika sampai Skill." Benefit: Jurnal Manajemen dan Bisnis 5, no. 2 (December 26, 2020): 158–73. http://dx.doi.org/10.23917/benefit.v5i2.11810.
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Leadership has been appeared since human to begin establishing a community in the world and it continuously grows further because of its usefulness. Particularly, the leadership is a pivotal aspect to increase the management process in any organization. However, it still needs to investigate deeply so that it can be understood comprehensively by practitioners and scholars. Consequently, the study is aimed to explore the history, theories, and basic concepts of leadership. Based on the literature review, it was revealed that leadership history can be traced based on its etymology and philosophy even though the topic of leadership had been known from the ancient age. Moreover, some leadership theories that influence its existence are genetic, great man, trait, behaviour, path-goal, contingency, transformational, and skill. Furthermore, leadership can be conceptualized as the leader’s personal ability to influence others (followers) through relationships, interactions, behaviours and credibility to attain the defined goals. Therefore, this study contributes to advance the leadership literature and emphasize its connection to the field of management. Further studies are recommended to investigate how leadership practices can improve the management process in the organization.
Dissertations / Theses on the topic "Trait leadership theories"
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Smith, Jeffrey A. "A new approach to the study of emergent leadership : the application of personality patterns based on general self-efficacy, intelligence, and dominance /." Thesis, This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-03032009-040355/.
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Grobler, Johannes Hendrik. "The relationship between leadership style and locus of control / Johannes Hendrik Grobler." Thesis, North-West University, 2004. http://hdl.handle.net/10394/183.
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Due to the fact that the environment in which companies in 'South Africa are operating is
constantly changing, these companies are undergoing a process of transformation. Organisations
that intend competing successfully within this changing environment will have to have the right
kind of leaders in order to stay afloat and even flourish. It is expected from companies' leaders at
all levels to successfully navigate these troubled waters.
Much of leadership has to do with the way in which leaders motivate their subordinates.
Research has shown that there are succinctly different styles of leadership, and that each type of
style has a different influence on the motivation of workers.
Another factor, equally important, is the concept of locus of control. Research has also shown
that people perceive differently, that which controls their destiny. Does the leader feel that he/she
is controlled by this constantly changing environment in which he/she has to lead, or is he/she as
the leader of an organisation in control of him-herself and his/her actions, and therefore also in
control of the company itself?
The question that inevitably arises is the following: is there any relationship between the style of
leadership and the locus of control of the leader, and if so, what is the nature of this relationship?
A quantitative design (two test survey design on a large population) was used to take the
measurements on the style of leadership and the locus of control of the leaders. The Locus of
Control Inventory (LCI) of Schepers (1998) and the Multifactor Leadership Questionnaire
(MLQ), form 5R of Bass and Avolio (1995), were administered. A statistical analysis was then
carried out in order to determine the relationship that exists between the two measurements, as
well as the nature of the relationship. There were 221 respondents from organisations in South
Africa, most of whom were in a middle level of leadership.
The results showed that an internal locus of control and a disposition towards autonomy were
associated with a laissez-faire leadership style as well as a transformational leadership style. It
also showed that an external locus of control was associated with a laissez-faire leadership style.
Recommendations for organisations and for future research were made.Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.
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Kriel, Ignatius Gerhardus. "Developmental leadership behaviour and effective commitment : an explorative study." Diss., 2008. http://hdl.handle.net/10500/2695.
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This mini thesis is aimed at establishing the relationship between developmental leadership and affective commitment as it presents itself across four levels of leadership within FNB Branch Banking.
The four leadership levels targeted for research are Area Managers, Branch Managers, Administration Managers and Co-ordinators.
The researcher used an Ex post facto research design in a natural field setting, formulating the research hypothesis that there is a statistically significant positive correlation between developmental leadership behaviours and affective commitment as reported by those whom directly reported to the four levels of leadership.
Using 919 responses, the results of the statistical analysis showed all four leadership levels having a strong positive correlation between developmental leadership behaviours and the affective commitment of direct reports at a 99% confidence level.
Finally the research also found that age has a statistically significant relationship with affective commitment and this should be examined in further research.Human Resource Development
M. Tech. (Human Resources Development)
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Vercueil, Megan. "A select bouquet of leadership theories advancing good governance and business ethics: a conceptual framework." Thesis, 2020. http://hdl.handle.net/10500/27355.
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How authors and scholars have approached leadership studies – in terms of their thinking, defining and studying – has changed remarkably over time. According to literature, this is predominantly due to greater optimism about the field and greater methodological diversity being employed to better understand complex, embedded phenomena. As a result, there has been a significant rise in the use of qualitative research approaches to the study of leadership.
Numerous definitions, classifications, explanations and theories about leadership, exist in the contemporary literature. However, despite the vast array of literature, the challenge of failing leadership persists. Challenges, such as the speed of technological advancements, social, and economic change are ever-present, while the impact of COVID-19 is, as yet, uncertain. Despite these challenges, can companies compete successfully in the marketplaces they operate in while also remaining ethical and engaged with the challenges of the broader business and social environment? To answer this question, this study has undertaken qualitative research on the bouquet of trait, situational and value-based leadership theory, in order to re-assess both established and developing theories. The predominant aim is to describe, explain and analyse available literature in an attempt to ascertain academic guidance on how it might be possible to enable leaders and society to mitigate leadership challenges by proposing a conceptual framework that could support leadership theory and, in so doing, take an academic stance in providing better answers or guidance to the failures currently being experienced.
Several authors have noted that leadership makes a difference with resulting impacts on many which implies that to make the world a better place, leadership has two contradictory elements; good and bad. These elements are reflected in today’s connected world where the media, either showers praise on leaders or writes articles deriding their incompetence and abuse of their roles at all levels The proposed conceptual framework of this study endeavours to enable society and leaders, practically and at an individual level, to evaluate leadership issues and link leadership frameworks to their everyday lives and, in so doing, aid in mitigating the challenges being faced.Business Management
D.B.L.
Books on the topic "Trait leadership theories"
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Foot, Carole, and Liz Hickson. Leadership skills in the ICU. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0015.
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Key theories of leadership are presented. Common themes inherent to the various models are the existence of important specific traits, behaviours, and strategies that are used to influence, facilitate future development, and inspire progress in those being lead. Leadership is differentiated from the related, but distinct concept of management. Leaders are focused on the strategic direction and vision of an organization, while managers are directed towards the co-ordination and stewardship of activities in order to effectively meet predetermined mandates. The importance of these skills in intensive care medicine, the difficulties related to measuring them, and strategies to improve leadership in health care are reviewed.
Book chapters on the topic "Trait leadership theories"
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Zehndorfer, Elesa. "Trait Theories." In Leadership, 20–40. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-2.
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"Trait theories of leadership." In Leadership in Sport, 31–45. Routledge, 2015. http://dx.doi.org/10.4324/9781315745374-11.
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Fuller, Matthew B. "Trait and Behavioral Leadership Theories." In Leadership of Higher Education Assessment, 74–104. Routledge, 2019. http://dx.doi.org/10.4324/9781351181006-3.
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"Early Management, Trait, Stratified Systems, and Transactional Theories of Leadership." In Leadership in Public Organizations, 66–88. Routledge, 2014. http://dx.doi.org/10.4324/9781315702926-9.
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Van Wart, Montgomery, and Paul Suino. "Early Management, Trait, Stratified Systems, and Transactional Theories of Leadership." In Leadership in Public Organizations, 59–83. Routledge, 2017. http://dx.doi.org/10.4324/9781315268699-3.
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Abson, Emma. "Leadership as a skill." In Event Leadership. Goodfellow Publishers, 2021. http://dx.doi.org/10.23912/9781911635253-4866.
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In both the event industry, and in scholarly research, leadership is often considered as a skill. This school of thought is closely related to the trait theories of leadership, as conceptually, it is hard to differentiate between the personality traits leaders possess and the skills that they demonstrate. What is the difference between the terms? Well, it is widely accepted that traits are innate, but skills can be learnt (Athey & Orth, 1999). So, skills differ from traits because they are considered to be something that can be developed – a practised ability. A skill is the ability to do a job well, particularly if you have practiced it. This school of thought therefore suggests that you might not be a ‘natural leader’, but you can develop the necessary set of skills that will allow you to become a good one. As such, you can develop the capabilities required to lead (Mumford et al., 2000b).
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Bhal, Kanika T. "Ethical Leadership in India." In Psychology: Volume 3, 160–84. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780199498864.003.0003.
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The chapter offers a review of research and theory on ethical leadership in India, attempting a confluence between leadership theories developed in the West and the traditional Indian wisdom. Gunas, as described in the Bhagavad Gita, present an account of ethical/moral traits of a leader. Given the debate over the assumed ethicality of transformational leadership, wherein a leader could exercise influence for personal benefits as well, this approach provides a very limited view of ethical leadership. The idea of Karma and its distinct focus on duty and detachment from rewards provides a basis for ethical leadership. Gunas and the key tenets of Karma are used to identify a two-dimensional conceptualization of ethical leadership, where the former focusses on ethical person (aspect of leadership) and the latter on the ethical manager (given its interpersonal orientation). This approach to leadership brings ethical concerns to the centre stage in managing work behaviour.
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Walczak, Steven. "First-Time Leaders and Implicit Leadership Theory." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders, 109–31. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch007.
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First-time leaders may find themselves thrust into very stressful situations for their teams and organizations at large. First-time leaders in corporations, the classroom, sports, the military, and politics should understand how stress changes the way followers perceive their leader and the ideal traits for a leader through changing leadership prototype schemas. Implicit leadership theories, social information processing, and cognitive psychology suggest that stress can influence the activation of schema. Changing leadership prototype schemas of followers may affect subsequent productivity and efficiency. This chapter examines if leadership prototype schemas change under stress and recommends ways first-time leaders can respond to these changing schemas, including how female first-time leaders who are often initially perceived as more sensitive leaders can utilize changing perceptions and ideal leader prototypes under stressful conditions.
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Jelen, Jonatan, Billy Brocato, Thomas M. Schmidt, and Stuart S. Gold. "In Search of a Star Trek Affective State." In Organizational Integration of Enterprise Systems and Resources, 42–59. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-1764-3.ch003.
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The authors’ meta-analysis showed that leadership studies have ignored pioneering research into the heuristic tools people employ that affect decision-making and, subsequently, judgments regarding effective group performance in organizational settings. The chapter suggests a postmodern model superseding the modernist perspectives whose theoretical grounding remain mired in Frederick Taylor’s (1911) scientific management theories. The authors’ meta-analysis identified salient characteristics found in the selected leadership research, allowing for a disambiguation of the transformational and charismatic leadership operational traits. The meta-analysis comprised selected research studies from 1999 to 2008, and revealed distinctive intrapersonal (5 organizational referents) and interpersonal (5 social identity/normative referents) icons that inform emergent leader and follower behaviors. The chapter proposes a postmodern evaluation matrix to reveal the structural biases and modernist conceptual ambiguities tied to the leader-worker dyadic in varying organizational contexts. The findings suggest that leadership researchers should consider complex behavioral decision-making processes that result in emergent group performances instead of focusing on a leader’s ephemeral behavioral traits. A postmodern approach also helps leadership researchers identify a group’s performance on a continuum that would demonstrate their willingness to act in a way that tests individual limits, stretches group boundaries, and exceeds company goals, what the authors term a Star Trek Affective State.
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Baporikar, Neeta. "Educational Leadership for Enhancing Quality in Teacher Education." In Handbook of Research on Enhancing Teacher Education with Advanced Instructional Technologies, 320–41. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8162-0.ch018.
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Educational leadership refers to the process of soliciting and managing the capacities and vitalities of teachers, pupils and parents toward achieving common educational aims. Educational leadership also refers to an individual or group of people who are in charge and lead schools, institutions, programmes and students. The development of leadership as a separate entity goes some way in arguing that an effective educational leader will share much of the same characteristics as a successful business leader. If one sees leadership as a distinct vocation, then one can see that many of the skills and traits are transferable. However, education is a special case, because teaching students has to be the central purpose that educational leadership must reflect. Hence, even if it is drawn from various existent theories of leadership, yet the success is dependent on how much it would enhance the quality of teacher education. The overall mission of this valuable study is to aid researchers in recognizing and understanding the need of educational leadership for enhancing the quality of teacher education.