The Relationship Between School Principals＇ Leadership Styles and Teachers＇ Achievement Motivation

School principals＇ leadership styles play a major role in teachers＇ performance. This paper examines the relationship between school principals＇ leadership styles, whether transformational or transactional, and teachers＇ achievement motivation. Using the quantitative methodology, a total of 320 heads of instructional departments were randomly selected from randomly selected schools. The results revealed that a transformational leadership style was prevalent among principals, and teachers＇ achievement motivation was positive. There was a positive correlation between the principals＇ transformational leadership style and the teachers＇ achievement motivation. Relevant recommendations are included.

Principal Leadership Styles in Bedouin Secondary School in the Negev

The aim of the research is to explore leadership styles applied by the principals of the secondary schools in Negev in south of Israel, as viewed by the teachers and it’s aimed to find out whether factors such as settlement, school location, and gender of teacher may change principal leadership style in the secondary school in Negev. The research relies on the theory of full range leadership model. Design/methodology/approach questionnaires assessing the variables of interest were completed by 306 teachers in 22 Bedouin secondary schools in Negev. Statistical analysis that had been made to the data included mean, standard division, and t-test. The results of the research indicated that the teacher characteristic affected the principal leadership style. Principal changed his/her behavior according to the teacher characteristic. The principal in temporary settlements is more transformative than principal in permanent settlement. Bedouin principal also is more transactional with non-local teachers than with local teachers and he is less laissez-faire with female than males.

The Leadership Styles of Principals in Bedouin Secondary School and Teachers Motivation

The aim of this paper is to investigate the relationship between principal＇s leadership styles in Bedouin secondary schools in south Israel and teacher＇s intrinsic and extrinsic motivation. The research relies on the theory of full range leadership model and intrinsic and extrinsic motivation. Design/methodology/approach^cluestionnaires assessing the variables of interest were completed by 306 teachers in 22 Bedouin secondary schools in Negev in south of Israel. As results of our study, hypothesis which expects a positive relationship between transformational leadership and intrinsic motivation, and hypothesis that expects a negative relationship between laissez-faire leadership and intrinsic motivation have been accepted. On the other hand, hypothesis that expects a positive relationship between transactional leadership and intrinsic motivation has been rejected also the hypothesis that expects a positive relationship between transformational leadership and extrinsic motivation, and the hypothesis that expects a negative relationship between laissez-faire leadership and extrinsic motivation have been accepted, while hypothesis that expects a positive relationship between transactional leadership and extrinsic motivation has been rejected.

Culture and Leadership in the 21 st Century

Some factors that have contributed to the need for organizational leaders to adapt, and adjust to other national cultures are the globalization of the workforce, the expansion of international companies, and exposure of many national organizations to increased business competition. The increased competition has forced organizational leaders to engage in the understanding of the cultural limitations of organizations and their leadership practices. In addition, cross-cultural leadership researchers in 21st century are cognizant of the fact that culture is a condition, and a boundary to previous leadership theories and practices. Using Gerte Hofstede＇s cultural dimension model, culture and organizational leadership as they relate to the leadership practices of participants, and National and Family Cultures are examined in this revised paper.

Female Leadership and Organizational Climate in a University Institute

This paper addresses the case of the Professional Institute of the Southern Region （IPRES）, an institute of higher education in the State University of Morelos, with the aim of showing the measurement results of organizational climate before and after the change of the principal to know some internal features and describe the organizational climate of workers＇ perception in a transition stage; besides, the influence of the current director＇s leadership is analyzed in the achievement of organizational goals and how the perception of organizational climate or working environment can be affected by female leadership is also dealt with. In Mexico, there are more and more women running various organizations, including those belonging to the field of education, and universities are no exception. On the other hand, the type of leadership being exercised can promote or hinder the proper performance of the institute and may be a factor of distinction and influence the behavior of those who integrate it; therefore, knowing how it works provides feedback about the processes that determine organizational behavior and the working environment.

The Effects of Work Ethics, Transformational and Transactional Leadership on Work Performance of Teachers

Teacher performance is an important factor to improve education performance. This study aimed to analyze the effect of the work ethics, transformational, and transactional leadership style on teacher performance. The experiment was conducted in public high school No. 112 Jakarta. A total of 50 teachers were included as samples, where they were given the questionnaires to be filled by self-rating. Data were analyzed with multiple linear regression model and processed with SPSS version 20. Results showed that transformational leadership, transactional leadership and work ethics have positive and significant impacts on teacher performance both simultaneously and individually.

Searching for a Model of Good Leadership in the Light of Exodus 18:12-27 and African Culture

It is an undeniable fact that the success or the failure of any given society or community of human beings depends largely on who controls the affairs of that group.A leader without a clear vision and setting objectives simply drags the group being led into turmoil,while a good leadership paves the way to upward movement of a group of human beings under such a leadership.Searching for a model of good leadership becomes then a serious need in any human society since success is desired by everybody.This study has therefore searched for a recommendable or model of good leadership in the light of Exodus 18:12-27 and African culture.The biblical text was studied as a narrative peace dealing with the change of leadership style by Moses,the ancient leader of the Israelites.He changed from the sole-actor style of leadership to a collaborative and democratic type due to the good advice given to him by Jethro,his father-in-law.This type,in which there was decentralisation of leadership authority,was found to be beneficial to all involved,because the work of the leader(Moses)was made lighter and the led got quicker services.African concepts of leadership were also studied,and it was found out that the African/Igbo democratic style is highly recommendable because it is caring;it has good“listening ears”and excludes dictatorship,without degenerating to the laissez-faire type of leadership.Of the various types of leadership styles examined,the democratic,collaborative type ranks first as recommendable.The Jesus-model of leadership as entailing love and service rather than exploitation,as well as the transparency model of leadership offered by St.Paul in the NT,present themselves as models of good leadership.A good leader serves the interest of the group under his/her charge and not his or her selfish and nepotistic interest.

Successful Entrepreneurs： Its Leadership Style and Actual Practices

Entrepreneurs are facing pressures related to sustainability, quality assurance, and the ability to meet client expectations. Such pressures require effective leadership to lead, change, and improve enterprise performance in order to meet the demand for current and future business. Many of the new changes that are occurring in business today are transformational. They are driven by the environment and client need. The entrepreneur may not know the exact outcome at first, because it emerges throughout the process. It requires a fundamental change in their mindset and organizational culture, and requires continual course corrections to the change process. This research was conducted to help the aspiring entrepreneurs to develop and improve their leadership style. One hundred and fifty successful Bicolano entrepreneurs were surveyed and interviewed about their actual leadership styles and practices and this was the basis for developing a leadership program for aspiring or future entrepreneurs. Transformational leadership was the leadership style fairly often use of the successful entrepreneurs and this is characterized as being optimist about future of their business, enthusiastic about what needs to be accomplished, articulate a compelling vision of the future and expresses confidence that goals will be achieved.

Transformational Leadership： The Emerging Leadership Style of Successful Entrepreneurs

This research was conducted to identify the emerging leadership style being practiced by successful entrepreneurs and the leadership behavior they frequently applied. Since, leadership style and behavior has a huge influence to the success of the entrepreneur＇s enterprise. One hundred and fifty （150） successful entrepreneurs was the respondent of this study and they were survey and interviewed about their actual leadership style and practices. The research design was qualitative-descriptive type of research with the use of the Multifactor Leadership Questionnaire 5X （MLQ 5X） as the survey instrument to collect data regarding leadership styles of successful entrepreneurs. An interview guide questions was likewise utilized for validating the result of the study. An in-depth semi-structured interview was also conducted to 30 entrepreneurs from the 150 respondents. Findings of the study revealed that a successful entrepreneur exhibits a noticeably higher inclination toward transformational leadership and they consistently rated themselves higher in inspirational motivation for their leadership behavior. Therefore, the emerging leadership style of successful entrepreneurs is the transformational leadership and the leadership behavior that they frequently use is the inspirational motivation. Furthermore, the aimed of this study is to explore practices of transformational leadership behavior of successful entrepreneurs from entrepreneur＇s perspective.