An examination of self-perceived transformational leadership behaviors of Texas superintendents

This study examined self-perceived transformational leadership behaviors among Texas superintendents. The purpose of this study was to examine if relationships existed between superintendents' selfperceived transformational leadership style, district size, teaching, principal, and superintendent years of experience. A review of the literature indicated that transformational leadership theory has been recommended for administrators, including school district superintendents, as a means for increasing organizational e ectiveness (Bass & Riggio, 2006; Chin, 2007; Leithwood & Jantzi, 2006). A purposive sample of 215 Texas superintendents was selected from those who attended the Lamar University Superintendent Leadership Academy between the years 2000 and 2010. Survey research was used to gather data. A 27 item questionnaire, completed by 115 superintendent participants, consisted of a 20 item Multifactor Leadership Questionnaire (Avolio & Bass, 2004) and seven questions soliciting demographic information. The Multifactor Leadership Questionnaire (MLQ) was used in this study to quanti ably measure the four factors of transformational leadership: idealized in uence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass & Riggio, 2006). Transformational leadership was self-reported to be prevalent across all district sizes and experience levels suggesting that it can be taught to and learned by all superintendents. note: This manuscript has been peer-reviewed, accepted, and endorsed by the National Council of Professors of Educational Administration (NCPEA) as a signi cant contribution to the scholarship and practice of education administration. In addition to publication in the Connexions Content Commons, this module is published in the International Journal of Educational Leadership Preparation, Volume 6, Number 2 (April June, 2011), ISSN 2155-9635. Formatted and edited in ∗Version 1.3: Jun 8, 2011 1:33 pm GMT-5 †http://creativecommons.org/licenses/by/3.0/ http://www.ncpeapublications. org http://cnx.org/content/m38427/1.3/ Connexions module: m38427 2 Connexions by Theodore Creighton and Brad Bizzell, Virginia Tech and Janet Tareilo, Stephen F. Austin State University. 1 Sumario en espanol Este estudio reviso conductas transformacionales auto percibidos de liderazgo entre supervisores de Tejas. El proposito de este estudio fue de revisar si las relaciones existieron entre estilo de liderazgo de supervisores, tamano de distrito, ensenar, el director, y anos de supervisor transformacional auto percibido de experiencia. Una revision de la literatura indico que teoria transformacional de liderazgo ha sido recomendada para administradores, inclusive supervisores de distrito de escuela, como un medios para la e cacia organizativa creciente (Bajo & Riggio, 2006; Menton, 2007; Leithwood & Jantzi, 2006). Una muestra intencional de 215 supervisores de Tejas fue seleccionada de los que asistieron la Academia de Liderazgo de Supervisor de Universidad de Lamar entre los anos 2000 y 2010. La investigacion de la inspeccion fue utilizada para reunir los datos. Un 27 cuestionario del articulo, completado por 115 participantes de supervisor, consistio en un 20 Cuestionario de Liderazgo de articulo Multifactor (Avolio & Bajo, 2004) y siete preguntas que solicitan informacion demogra ca. El Cuestionario del Liderazgo de Multifactor (MLQ) fue utilizado en este estudio para medir cuanti cablemente los cuatro factores de liderazgo transformacional: idealizo in uencia, motivo inspirador, estimulo intelectual, y consideracion individualizada (Bajo & Riggio, 2006). El liderazgo transformacional fue auto informado para ser predominante a traves de todos los tamano de distrito y experimentar niveles que sugieren que puede ser ensenado a y aprendido por todos los supervisores. note: Esta es una traduccion por computadora de la pagina web original. Se suministra como informacion general y no debe considerarse completa ni exacta.