Course: School Leadership (8618)

Level: B.Ed (2.5 and 1.5 Years) Semester: Autumn, 2022

Q.1 What are the different levels of leadership? Elaborate it in

detail.
Ans:
Definition of Leadership
The term leadership has been defined by researchers in different ways.
According to Yukl (2009) Leadership is the behavior of individuals
directing their followers towards shared goal. The person who is
assigned the specialized role of leadership is titled as leader and the
other members are called followers. Leaders and followers cannot be
differentiated sharply, because followers may become leaders in a
different situation, and vice versa. It is a multifaceted phenomenon
consisting of leaders, followers, and the situation.
Levels of Leadership
Maxwell (2011) described five levels of leadership. These levels are
Position, Permission, Production, People Development, and Pinnacle. It
is a road map for those who want to reach the highest level of
leadership. It gives a learning path. It gives a clear picture of leadership.
In the following section each step is explained in detail.
Position:
This is the lowest level, leads by position and considered leaders but
they may not have leadership qualities. Such pseudo leaders are usually
bosses having the authority to be followed. They have subordinates and
ensure implementation of rules regulation. They control people and
processes through rules and regulations.
A leader does not need position to influence people. They might not
have big name and may not be very famous. However, they possess
leadership qualities and influence followers for achievement of
common goal. Those who have a leading position like Principle, DEO,
Director, etc. can learn leadership skills to become true leaders. They
then will jump to a higher level of leadership.
Permission
At this level leader influence their followers in a manner that they go
beyond comply and orders. Leaders influence followers not by position
rather, by liking, caring, valuing, including, and trusting their followers.
Leaders at position level may jump to this level by learning skills and
changing their behavior accordingly. Subordinators can be turned into
followers, changing totally the working environment.

Production
When leader at permission level achieve or making progress towards
achievement of objectives, they jump into production. Some leaders
stay at permission level, because they are not productive. Due to
lacking of skills, self-discipline, and work ethics they are unproductive.
People Development
Leaders at this level develop their team and organization, turning their
followers into leaders. At production level leaders their team to
produce something while, at development level leaders focus on
personnel development. Leaders at this level possess higher level of
leadership abilities.
Human resources are valuable assets of an organization. Human
resource development can accelerate and excel an organization.
Therefore, leaders must acquire higher abilities of leadership for transit
to the developer level. It gives high productivity teams to organizations
and transforms the organizations.
Pinnacle
This is the highest level of leadership. Leaders at this level become
legends. They go beyond their organization and influence the
community. They change the lives of people. Leaders at this level
possess leadership skills and some in born qualities. Usually this level of
leadership is gained at the final stages of career.

Q.2 Discuss the need and scope of educational leadership in detail.

Ans:
Need and Scope of Educational Leadership
Education is of enormous importance as a driver for empowerment and
progress of the people. Our national priority in education is based on
three components; accesses, quality, and relevance, to enhance the
individual capacity to improve their own life and the life of others. In
this struggling situation, only educational leaders such as; policy
makers, educational experts, school principals and teachers are
equipped to handle a complexity of a system and, understand the
rapidly changing reforms that lead to sustained improvement in the
next generation, (NEP, 2009).
Globally, it is recognized that economic stability comes through
educational reforms that address all old and young alike, affluent and
poor, and the majority and minority. This gives the paradigm shift in
leadership approach that utilizes economic indicators in the
development of the education sector for better future.
The educational leaders are competent enough to use a
multidimensional approach in maintaining quality and outsourcing the
educational resources. They understand the equity and accessibility are
the driving force in creating inclusive education and refer to measure
achievement, fairness, and opportunity in education.
Influence of Educational Leadership in National Perspective
It is a universally accepted fact that education is considered the most
powerful instrument to open the door of awareness and wisdom. In
Pakistan, the policy of national unity and observation of the Islamic
standards is being disseminated to express the identity. The
educational leadership follows the same philosophy to form the
learning strategies in which the knowledge, skills and disposition
(civilized habits) would generate among individuals and they would able
to transfer it to the next generation.
While addressing the students in March 1944, Quaid-e-Azam said;
“Islam is our guide and it is the complete code of life.”
He understood the essence of national integrity and addressed its
importance to the people of Dhaka, on 21st March, 1948. He said,
“What we want is not to talk about Bengali, Punjabi, Sindhi, Balochi,
and Pathan and so on. We are nothing but Pakistani. Now it is our
duty to act like Pakistani.”
The leaders who realize that no resolution declares and no
constitutional plan would work or accept for the people, unless it
should be constituted on consensus. Islam has, from its inception,
placed a high premium on consensus and enforced that responsibilities
should be given to rich and intellectual persons. Beside that it
emphasizes to disseminate experiences of a new generation for the
continuation of the system. For the stability of a nation, the teaching,
training, research and sharing of the best practices should be
acknowledged by various Sufis.
Influence of Educational Leadership in Economic Perspective
The relationship between education and employment has been the
subject of substantial research over the last decade for the
improvement of the basic need of the individual. In this context, the
purpose of education was identified by West-Burnham, (2003) as:
• To enhance the personal, social, cultural, ethical and spiritual
development of every individual;
• To prepare people to play an active part in their communities as
citizens in a democracy;
• To develop the potential to be employable and to play a full economic
role in society;
• To maximize life chances through academic success;
• To create a society founded in acceptance and tolerance. While,
Organization of Economic Co-ordination and Development (OECD)-
institutional Management in Higher Education suggested that;
• To design of carrier oriented tertiary level programs to maximize
educational impact on the society.
In realizing the importance of economics in educational development
process, the national curriculum experts emphasize to create
opportunities for students to pursue progressively higher levels of
study. They recommend that the teacher prepares them for subject–
related occupations and engages them in student centered activities
appropriate to their interests and abilities. For example; the national
science curriculum 2006 has framed these associated objectives to
develop our future generation.
• Prepare students to critically address social, economic, ethical and
environmental issues related to science and technology.
• Develop varying aptitudes, interests and the knowledge of a wide
variety of careers related to science, technology and environment.
These objectives enforce the development of individuals with valuing
quality of relevant education and link with the concept of “Knowledge
Economy,” (means to use knowledge of human capital to generate
tangible and intangible values). Its scope is vast in creating relevant
opportunities to the competent task force as well as broaden their
perspective upon the possibilities of their respective field.
In the current scenario, where the literacy rate is 54.4%, that is, at
153rd ranked out of 176 countries, 40th in 57 Islamic countries and 4th
in SARRC. The 100% target achievement at primary level still showed
inadequacy, according to Millennium Development Goals (MDGs) joint
declaration on Education and the Dakar Framework for Action-April
2000, (Education Censes 2013-14; Economic Survey of Pakistan 2014-
15). The previous government policies and plans highlighted the gaps in
the political commitment and at policy implementation. The
Educational Leaders are the implementing agent in this concern and
they are responsible to undertake policy framework and design the
strategies which use education for socioeconomic development,
economic growth and holistic development of the nation.
After implementation of the 18th Constitutional Amendment 2010,
education became the responsibility of the provincial/district
governments. National Education Policy (NEP) 2009 reveals that the
policy making shall remain a national function with participation from
the federal government and the provincial/district governments in a
national forum: the Inter-Provincial Education Ministers’ (IPEM) shall
oversee the implementation of NEP 2009 and review its progress
periodically, (Economic Survey of Pakistan 2014-15). By this, it was
proposed to establish the “National curriculum Commission,” in order
to maintain a uniform standard of education all over the country, (the
first IPEM Conference, 11th February, 2014).
These situational challenges are continuously in focus and working on
Vision 2025 to provide substantial expansion in access to education as
well as making significant improvements in quality of education. The
11th Five Year Development Plan (2013-18) is also supporting this
vision and emphasizes on Technical and Vocational education by giving
targets of increasing 50 percent of all secondary enrolment by 2025.
The leaders understand the requirements and advocate that global
advancement in educational and technical field is only possible by re-
engineering the curricula as well as using the concept of outsourcing
and prioritizing the plan to collaborate businesses.
Education is a social instrument for leaders through which they guide
people, visualize their destiny and shape future of the nation. They are
the founder of socioeconomic development and have a skill to boost
the literate and skilled citizen to play a pivotal role in the
development/prosperity of the country.
Q.3 Elaborate the Behavioral theories in detail.
Ans:
Behavioral Theories
Behavioral theories of leadership are based upon the belief that great
leaders are made, not born. Consider it the flip-side of the Great Man
theory, based on defined behavior of leaders. Here, the actions of
leaders not on mental qualities or internal states, but people can learn
to become leaders through teaching and observation.
The behavioral theories exhibited two general types of behavior of
leaders: Concern for people and concern for production, which gave
two assumptions.
• As a leader’s consideration increased, employee turnover and
absenteeism declined
• As a leader’s task orientation increased, employee performance rose.
But, sometimes the actual findings were contradictory.
The Managerial Leadership Grid
The managerial grid model (1964) is a style leadership model developed
by Robert R. Blake and Jane Mouton. This model originally identified
five different leadership styles based on the concern for people and the
concern for production.
The model is represented as a grid with concern for production as the
x-axis and concern for people as the y-axis; each axis range from 1
(Low) to 9 (High), where various geometrical shapes represented the
styles of management.
Role Theory
Role theory of leadership as a theoretical approach borrows from the
sociological role theory, in which the essential elements of the social
system are used to link between the individual’s roles in a society. It
means, it is a combination of sociology and social psychology that
considers most of everyday activity to be the acting out defined roles
like; mother, manager, teacher, etc. Each role is a set of rights, duties,
expectations, norms and behavior that a person has to face and
fulfilled.
The term role theory has renowned around the period of 1920s and
1930s. It became more prominent in sociological discourse through the
theoretical works of George Herbert Mead, Jacob L. Moreno, Talcott
Parsons, and Ralph Linton. They presented two concepts – the mind
and the self, which are the precursors to role theory, (Hindin, 2007).
Cottrell, L. S. (1942) worked further and said that the individuals play a
variety of social roles in their lifetimes and these roles identify and
describe them as a social being and their basis of self-concept. In
addition to that how well they accept the role changes typical of later
years, (YODANIS, 2016) (Sociological Theories of Aging, 2006). These
roles form social systems which work best with a chain of command.
When people have agreed to do a job, a part of the deal is that they
cede authority to their leader.
For formal setup in an organization, the role theory reveals that
through policies and positions set by upper management to develop
corporate culture in an organization. They encourage and utilize
resources i.e., 3M (man, material, money) to get product line by
delegation of role in the organization. The purpose of this strategy is to
influence the role behavior of organizational members on following
aspects:
1. The norms, determining a social situation.
2. Internal and external expectations are connected to a social role.
3. Social sanctions (punishment and reward) are used to influence role
behavior.
These three aspects are used to evaluate one's own behavior as well as
the behavior of other people. But, to define the role of individuals,
Cultural role, social differentiation and situation- specific roles are the
main concerned areas of role theory.
Cultural role is stable until political and social conflicts do not appear. If
it happens the cultural change occurs and new roles are formed. As we
have seen the feminist movement (popular waves came in 1968, 1980
& 1990s) initiated a change in male and female roles in Western
societies. Levels of conflict, however, vary across cultures as a result of
perceptions of gender roles and the subsequent amount of time given
to work and domestic roles, (Moore 1995).
Social differentiation has a lot of attention due to the development of
different job roles of employees in the organization. Robert K. Merton
distinguished between intrapersonal and interpersonal role conflicts.
Role conflict is when a leader and his officers fail to perform a certain
role or refuse to accept their role and do not fulfill the set expectations.
Another concept “Role overload” is also important in the role theory. It
is referred as the experience of lacking the resources, including time
and energy, which is needed to meet the demands of all roles. Role
overload and conflict often lead to difficulties with meeting role
expectations, known as role strain or role pressure and also create
various negative psychological and physical problems, (Goode 1960).
Another German-British sociologist Ralf Gustav Dahrendorf (1 May
1929 – 17 June 2009), presented social differentiation by distinguishing
between must-expectations, with sanctions; shall-expectations, with
sanctions and rewards and can-expectations, with rewards. He also
argues that people should accept their own roles in the society and it is
not the society that imposes them.
Situation-specific roles develop ad hoc in a given social situation.
Nevertheless, the expectations and norms are predetermined by the
social role. It is a central weakness of role theory that only describing
and explaining deviant behavior, (Lorette, 2016).
Researches find multiple roles to be associated with both positive and
negative consequences in an organization, but immediate attention is
required when the problems associated with multiple roles. Under this
assumption, leaders and the employee’s role often defined or based on
their organizational assignments which generate the LeaderMember
Exchange theory, (LMX). The goal of LMX theory is to explain the effects
of leadership on members, teams, and organizations. It was found that
leaders form strong trust, emotional, and respect-based relationships
with some members of a team, but not with others, (Bauer & Ergoden,
2015). To strengthen the relationship, team members have to go
through three phases to form their relationship with their manager:
Role-Taking, Role-Making, and Reutilization, (Manktelow, 2016).
The major work has been done on leader–member exchange (LMX) in
the past forty years, but LMX is still being actively researched. One of
the main questions regards how LMX relationships form and how
managers can most effectively create them. By this context, the
researches are been conducted on organizational culture, employee
retention and engagement, job- embeddedness and job satisfaction. It
was found that the leadership technique is the two-way (dyadic)
relationship between leaders and follower/team. Whereas, their
characteristics help to create interpersonal relationship.
Q.4 What is the difference between Transactional Leadership and
Transformational Leadership?
Ans:
Transactional Leadership
Leaders who determine what subordinates need to achieve objectives,
classify those requirements, and help subordinates become confident
they can reach their objectives. Stoner (2016).
Another definition is
“A transactional leader is someone who values order and structure”.
Transactional leadership focuses on results, strongly believe in order
structure and SOPs measure success as the organizational goals believe
in success and reward of the system and penalties and check and
balance. Transactional leaders have typical power and position in an
organization.
These type of leaders are most like operational managers who are
responsible to maintain the day to day work according to set of rules
and usually have short term goals. Other point is size of the
organization, this style is more used where system is large. This type of
leadership is best where less creativity is required and employees know
their job and belief in reward and penalty system.
These type of leader usually involved in setting the target, making the
rules and busy in communicating with their employees about targets.
Weber (1947) made a study and divided leadership styles into three
categories:
• Traditional
• Charismatic
• Rational-legal, or bureaucratic.
In 1947, Weber was the first to describe rational-legal leadership the
style that would come to be known as transactional leadership as “the
exercise of control on the basis of knowledge.”
In the 1980s and 90s, researchers including Bernard M. Bass, Jane
Howell and Bruce Avolio defined the dimensions of transactional
leadership:
• Contingent reward, the process of setting expectations and rewarding
workers for meeting them
• Passive management by exception, where a manager does not
interfere with workflow unless an issue arises
• Active management by exception, in which managers anticipate
problems, monitor progress and issue corrective measures.
Characteristics of Transactional Leaders
Some of the characteristics of transactional leaders are;
• It is usually the characteristic of front- line managers, supervisors and
foreman.
• Very left-brained
• Tend to be inflexible
• Opposed to change
• Focused on short-term goals
• Favor structured policies and procedures
• Focus on following rules and doing things correctly
Advantages and Disadvantages of Transactional Leadership
Advantages:
• Rewards those who are motivated by self-interest to follow
instructions
• Provides an unambiguous structure for large organizations, systems
requiring repetitive tasks and infinitely reproducible environments
• Achieves short-term goals quickly
• Rewards and penalties are clearly defined for workers
Disadvantages:
• Creativity is limited since the goals and objectives are already set
• Does not reward and encourage personal initiative

Transactional leadership might be preferred in different situations. It is

generally suited in big organization where normal running of operations
are required rather than any creativity. One of its best uses is in
multinational corporations where not all of the workers speak the same
language. Once the structure and the requirements are learned, it is
easy for workers to complete tasks successfully. This works because
transactional leadership is simple to learn and does not require
extensive training. The transactional approach is easy to understand
and apply across much of an organization.
Transformational Leadership
Leaders who through their personal vision and energy inspire followers
and have a major impact on their organization are called
transformational leader. Stoner (2016).
According to covey (2016) “the goal of transformational leadership is to
“transform” people and organization in literate scene- to change them
in mind and heart; enlarge vision, insight and understanding; clarify
purpose; make behavior; congruent with beliefs, principles or values;
and bring about changes that are permanent, self-perpetuating and
momentum building.
Concept of transformational leadership first introduced by the Burns
(1978) in his book “leadership” while studying the political leadership.
He says:
“It is an ongoing process in which leaders and followers raise each
other to higher levels of morality and motivation”
Burns was influenced by Maslow theory of needs and thinks that
transformational leadership fits into higher level of needs.
Bernaed Bass (1985) defines transformational leadership in terms of
how the leaders affects the followers who are intended to trust, admire
and respect the transformational leader. Bass (1985) introduced three
ways of transforming followers;
• Increase their awareness of task importance and value.
• Getting them to focus on team or organizational goals, rather than
their own interests.
• Activating their higher order needs
Yulk (1994) draws some tips for transformational leadership:
1. Develop a challenging and attractive vision together with employees.
2. Tie the vision to a strategy for its achievement.
3. Develop the vision, specify and translate into actions.
4. Express confidence, decisiveness and optimism about the vision and
its implementation.
5. Realize the vision through small planed steps and small successes in
the path of its full implementation.
Components of Transformational Leadership
According to bass four components of transformational leadership (4Is)
are;
• Idealized influence
• Inspirational motivation
• Intellectual simulation
• Individualized consideration
1. Idealized Influence – The transformational leader serve as a role
model for followers. Because followers trust and respect the leader,
they have strong influence on the followers.
2. Inspirational Motivation: Transformational leaders have a clear
vision that they are able to articulate to followers. These leaders are
also able to help followers experience the same passion and motivation
to fulfill these goals.
3. Intellectual Stimulation – Transformational leaders encourages
creativity and support followers to explore new ways of doing things
and new opportunities to learn.
4. Individualized Consideration – Transformational leadership in order
to foster supportive relationships, transformational leaders keep lines
of communication open so that followers feel free to share ideas and so
that leaders can offer direct recognition of the unique contributions of
each follower.
Difference between Transformational and Transactional Leadership:
According to burns (1978) transactional leadership occurs when one
person takes the initiative in making contact with others for the
purpose of exchange of valued things while transformational leadership
occurs when one or more persons engage with one another in such a
way that leaders and followers raise one another to higher levels of
motivation and morality.
Transactional leadership uses reward and punishment while
transformational leadership uses motivation and morality.
Transactional leadership deals with day to day smooth running of
operations, while a transformational leader goes beyond managing day-
to-day operations and crafts strategies for taking his company,
department or work team to the next level of performance and success.
Transactional leadership focus on structure and procedures while
transformational leadership focus on team-building, motivation and
collaboration with employees at different levels.
According to Burns the difference between transformational and
transactional leadership is what leaders and followers offer to one
another.
Q.5 Write short notes on the following:
i Shaping Norms and Values
ii Charismatic Leadership
Ans:
Charismatic Leadership
Basic assumption of charismatic leadership is that charm and grace are
all that is needed to create followers. The Charismatic Leader gathers
followers through personality and charm, rather than any form of
authority.
Robert J. House’s provides notable contribution to charismatic
leadership. He says that charismatic leaders have high referent power
and that power comes from their need to influence others .the
charismatic leader have high levels of self-confidence and strong ability
to convince his followers. He suggests that leaders communicate a
vision that captures energy and commitment of the followers. They also
communicate high expectations and confidence that followers will
perform up to those expectations.
Charismatic leaders use the verbal and non-verbal communication to
win the confidence of the followers. They move from person to person
and give much attention to their followers. Charismatic leaders also
have a close look on environment and interest of peoples.
Examples of charismatic leaders are:
Religious leaders, who communicate beliefs.
Political leaders, who sells change and vision
Charismatic leaders often have larger number of followers and major
characteristic is strong bonding of followers with their leader.
Firstly charismatic leaders uses communication skills to create the
image and for winning the confidence of followers Secondly they focus
on building a group or team which is totally different from others or
have some point different with others. They, than build the image of
the group through different actions at least in the minds of the
followers. Apart from process or structure, this style focuses on
personality and actions of leaders. These leaders usually come in times
of crises and show great concerns to the individual and peoples at
large.
Conger & Kanungo (1998) describe five behavioral attributes of
Charismatic Leaders:
• Vision and articulation;
• Sensitivity to the environment;
• Sensitivity to member needs;
• Personal risk taking;
• Performing unconventional behavior.

Shaping Norms and Values

The influence leaders and managers have on the performance of their
teams and, ultimately, their organizations cannot be understated.
Leaders shape the way people think and behave—leaders are viewed
by others as role models, and employees look around to see if their
behavior is consistent with the organization’s espoused values and
philosophy. Leaders set the agenda. Leaders influence the
organization’s culture and in turn the long term effectiveness of the
organization. Leaders and managers set the context within which
organizational members strive for excellence and work together to
achieve organizational goals.
Human Synergistic International’s research, particularly that of Robert
A. Cooke, Ph.D. (HSI CEO and distinguished academic), clearly highlights
the relationship between leadership strategies, the impact leaders have
on others, and effectiveness in the leadership role. This impact has
enormous significance in helping understand organizational culture and
the role that norms and expectations play in organizational
effectiveness. Leadership helps shape culture norms. Culture norms in
turn shape leadership. They both drive performance.