1. Leadership in Education
Miss Rukhsar Ahmed

2. Define leadership
 Leadership is the ability to lead, leaders
should be striving to go through a positive
direction and receiving the right guidance.
 Not all leaders will have the same approach
in solving a problem hence there are
particular styles that are created to
demonstrate how one leader adapts to that
particular style.

3. Transformational Leadership
 Transformational Leadership is where
leaders are able to identify change and
identify whether there is an issue, this
incorporates charismatic leaders. “It outlines
an on-going process by which leaders and
followers raise one another to high levels of
morality and motivation”. Strategies for
Managing Change, (2010)

4. Transformational Leadership
 Transactional Leadership ‘refers to the bulk of
leadership models, which focus on the exchanges
that occur between leaders and followers’.
Northouse, (2004) this also includes motivating and
directing followers mainly through appealing of their
own self-interest. These leaders are incentive and
motivated and they aim to ensure that the follower is
obeying to their instructions. Leaders believe in
motivating through a system of rewards and
punishment, using KPI’s to motivate so that they can
take guidelines of how the performances are.
Strategies for Managing Change (2010)

5. Dictatorial or Autocratic
Leadership
 Dictatorial or Autocratic Leadership is also known as
authoritarian leadership and this is a style in which one will need
to take all decisions and take little input from their group
members. These leaders prefer to take decisions themselves as
they like making choices based on their own ideas and
judgements, leaders do not take advice from followers.
Autocratic leaders believe that they know everything, they
believe that their followers do know things but not as
knowledgeable as the leaders are.
 These leaders believe they can do everything right and they do
not think their group members can be trusted with decisions
because they could possibly go wrong, they have no dynamic
input. An example of a leader who was a dictator leader was
Hitler, he had charisma. They are leaders who became
emotional, had little confidence.

6. Benign Leadership
 Benign leaders are leaders who prefer
burdening the followers into solving
problems; they are leaders who like to write
memo’s and note down everything they do so
that they can think of ways to solve
situations. They do not encourage having
meetings since they prefer everything to do
be done independently, leaders believe that
they do everything for the followers for their
own good.

7. Comparisons
 Authoritative style allows autocratic leaders to exceed their
expectations and show what they what needs to be done and
how, their style is to only make decisions themselves with little or
no inputs from the group. These aspects of style are viewed as
bossy, dictatorial and controlling; this style should only be used
in situations when there is little time for making group decisions
or if the autocratic leader is the only knowledgeable member.
They believe that they are the only member who have the
experience and have the full knowledge and are much more
qualified. The leaders are very competitive and action oriented,
they have doubts about other member’s abilities and potentials
as a team member, the autocratic leaders are critical as well.

8. Comparisons (continued)
 The participative style means that all members of
the team consider the goals and develop strategies
to reach those goals; this style can be viewed
depending on how the leader functions whether the
leader functions as a facilitator but not a dictator. ‘A
participative leader consults with subordinates,
obtains their ideas and opinions, and integrates their
suggestions into the decisions about how the group
or organisation will proceed”. (Northouse, 2004)

9. Eight steps to successful
change by John P Kotter.
 The eight steps to successful change created by John P Kotter explain
a model that allows leaders to understand and manage change. Each
principle which has been identified by Kotter relating to people’s
response and approach to change in which these people see, feel and
change. Increase urgency allows people to move and make clear
objectives that are relevant, building the guild team where leaders can
get the right people intact with the right commitment who have the
relevant skills to move forward. He believes in getting the vision right so
that the team can launch a vision and strategy that is not complex which
also can focus on emotional and creative aspects to show efficiency.
Communication for buy-in is important because it allows leaders to
involve as many people possible, communicate with the essential
needs, empower action so there are no obstacles and get constructive
feedback. Short term wins that are easy to achieve, encouraging
determination and persistence, finally make change that sticks and this
means new recruitment and new leaders.

10. Leaders for Middle
Management
 Leaders for Middle Management means that there is
an assumption that middle managers keep junior
managers off their back which means that they do
not allow junior managers to work with them
sufficiently. Middle managers enable to use CPD
(Continuing Personal Development); they do not
understand what they are taking on but understand
everything but the middle management part. Middle
managers cannot work with ethos as they have
difficulty with ethos.