Contingency Theory: The Components Of Transformational Leadership

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2010). Drucker (1993) writes that all leaders differ widely in their temperaments and their abilities, but what all of them have in common is the ability to get the right things done. These leadership behaviors provide an overview of the competencies that effective school leaders should learn and make them part of their daily performance (Kimmelman, 2010). Park (2005) states that leadership can be learned. Drucker (1993) sustains that the leader’s job is to be effective and that effectiveness can be learned.
The “Contingency” theory is the fourth theory stated by Daft, it is also known as situational leadership, and it deals with the situation in which leadership actually occurs (Kimmelman, 2010). Marzano et al. (2005) explain that in situational
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Followers perceive their leaders as people worthy of respect, trust and admiration; therefore, they identify with them and pretend to emulate them (Bass & Riggio, 2006). According to Bass and Riggio (2006), when the transformational leader possess a strong idealized influence, he is more willing to take risks and can be trusted on doing the right thing, and also he will exhibit high ethical and moral …show more content…
In order for the transformational leader to provide effective individualized consideration, they need to recognize individual needs and desires, they also need to foster a two-way exchange in communication, and practice “management by walking around” (Bass & Riggio, 2006). The individually considerate leader is an effective listener and is willing to delegate tasks to followers in order to further their professional development (Bass & Riggio,

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