The quantitative study was based on the assertion that transformational leadership was a pattern of behavior that expected leaders to use the method or style of leadership for given situations. The problem was the current body of leadership knowledge led leaders to equate transformational leadership with other widely researched models and that becoming a transformational leader was not a sequential process. The purpose was to determine the degree of understanding of transformational leadership by leaders within the Killeen Independent School District, Killeen, Texas (KISD). The KISD leaders had a high degree of understanding, yet they reported adopting transactional and situational behaviors. These results supported the rejection of the null hypothesis. The recommendations to KISD were to develop their own organizational and transformational leadership philosophy and to use the transformational leadership umbrella model as the tool to focus all levels of leadership.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 69/07, Dissertation Abstracts International|
|Subjects:||Management, School administration, Teacher education, Business education|
|Keywords:||Change behaviors, Educational leadership, Killeen Independent School District, Leadership, Leadership behaviors, Relations behaviors, Task behaviors, Texas, Transformational leadership|
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