Philosophy of Leadership Dr. Smith expressed that her style of leadership closely mirrors that of the transformational theory (Kouzes and Posner, 1987). She has high regards and trusts in the staff that services our students and families. She believes to be extremely clear in regards of expectations by offering support to staff in order to achieve set goals. Although Dr. Smith does not teach students, she does hold herself responsible for their successes and failures. She also allows her team to input their ideas and suggestions, but depending on the situation, she may have to make the final decision on her own. However, all opinions are considered and taken into account before the decision is made. Dr. Smith views power as unnecessary.
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“Transformational leaders influence job performance of teachers and staff members by utilizing incentives, celebrations, and recognition” (Lee, 2008). Dr. Smith states that she utilizes professional developments and peer-mentor opportunities to promote staff improvement of their craft. She encourages her staff via email, face-to-face, over the intercom, and several other ways to keep them motivated internally. Other motivations or incentives for her staff may be to get lunch off campus, staff member of the month awards, and may other recognitions throughout the year. Also, continued education is highly promoted within her school. She encourages staff to expand their knowledge to afford themselves more opportunities in the field of education. She does an awesome job at keeping her staff highly motivated so that they motivate their children; it is a trickledown effect and it works. Appendix D shows an example of a plaque that Dr. Smith has given out to acknowledge a staff member of the month each month. Appendix E shows an example of an email promoting a professional development opportunity for
“Transformational leaders influence job performance of teachers and staff members by utilizing incentives, celebrations, and recognition” (Lee, 2008). Dr. Smith states that she utilizes professional developments and peer-mentor opportunities to promote staff improvement of their craft. She encourages her staff via email, face-to-face, over the intercom, and several other ways to keep them motivated internally. Other motivations or incentives for her staff may be to get lunch off campus, staff member of the month awards, and may other recognitions throughout the year. Also, continued education is highly promoted within her school. She encourages staff to expand their knowledge to afford themselves more opportunities in the field of education. She does an awesome job at keeping her staff highly motivated so that they motivate their children; it is a trickledown effect and it works. Appendix D shows an example of a plaque that Dr. Smith has given out to acknowledge a staff member of the month each month. Appendix E shows an example of an email promoting a professional development opportunity for