Organisational Theories

Summary of E book - Chapter Marzano & Waters (2005)
Transformational Leadership
Key ideas:
·         Favoured style of leaders
·         Focused on change
·         Four factors characterising behaviour: 
1. individual consideration (Attention to neglected individuals)
2. intellectual stimulation (individuals think of old problems in new ways)
3. inspirational stimulation (high performance expectations through confident dynamic personality)4. idealised influence (modelled exemplary behaviour)

Transactional leadership
Key ideas:

Construction transactional leadership most effective.
·         Emphasises control and overseeing
·         Leaders : Set goals, clarifies desired outcomes, exchanges rewards and recognition, suggests or consults, provides feedback and gives rewards.
·         Trading one thing for another

Servant leadership

• evolved from a desire to help others. (nurturing)
• Leader within an organisation.
• Critical understandings and acting as part of a larger organisation.

 I am likening this to the  Principal within DEC.
Teacher Librarian serving those by locating resources and supporting Curriculum needs.

Situational Leadership

• The leader adapts leadership behaviour to level of maturity
• based on willingness and abilities to perform tasks.

Instructional Leadership

• Common in educational settings

Four dimensions or roles :

1. resource provider 2. instructional resource 3. communicator 4. visible presence

Three General Functions

1. define schools mission

2. Manage curriculum and instruction

3. Promote positive school climate

Linked with Transformational learning because it aims to increase individual’s efforts and develop 'skilled Practice'. p19

It seems to me that the role of the teacher librarian aligns itself more naturally with the instructional and servant styles of leadership.