This form of leadership has been called passive or absent leadership by some. The hands-off approach by administration gives more decision making power to teachers because that power has been abdicated by administration. A study by Eeden, Cilliers, and Deventer in 2000 found that the laissez-faire leader, “leaves responsibility for the work to the followers and avoids setting goals and clarifying expectations, organizing priorities, becoming involved when important issues arise, taking a stand on issues and making decisions.”
A result is that teachers will self-regulate and make independent decisions. This, then often leads to low levels of achievement and increased levels of conflict within the organization because there is not a cohesive vision and therefore staff does not move forward with consistent directions or priorities. In the study I read, this style of leadership was found to have a Pearson product-moment correlation coefficient (PPMCC) of .36 in relation to teacher stress and burnout. Meaning that this leadership style increases the rate of burnout.
My thoughts are that this type of leadership is most harmful to new, and weak teachers. These teachers need more structure and support than teachers who are both experienced and effective. If you are a new or struggling teacher in this environment, find a community of educators that want to improve and join with them. This will likely either be among fellow employees who work hard to improve their craft in spite of the harmful environment this administration creates. The other place you are likely to find a good community is online. I have had good luck in joining the edutwitter community. Reading their posts and blogs have proven to be both emotionally encouraging and practically helpful. It has helped me to gain a direction in my teaching so that I am constantly working to improve, instead of staying complacent.
Another name for this form of leadership is Contingent Reward Leadership. The leader will give feedback and advice from a recognition and rewards tradeoff perspective. These administrators evaluate, train, and correct their employees by using three behavioral approaches: contingent rewards and punishments, passive management by exception and active management by exception.
Transactional leadership can take on a clinical feel, and as such, its authority is based upon bureaucracy and the legitimacy of the organization (Emery & Barker, 2007). This can lead to unbalanced leadership when the leader uses either passive or active management by exception. Passive management by exception involves the leader overlooking various small infractions because the employee has reached a favored status for one reason or another. Whereas active management by exception involves the leader seeking for problems in the employees work to correct. In the study I read, this style of leadership was found to have a PPMCC of -.31 in relation to teacher stress and burnout. Meaning that this leadership style tends to reduce teacher stress and burnout.
My thoughts on this type of leadership are negative, to say the least (but according to the data I have seen, this can be a positive leadership style). I have found this approach to leadership to be a cold one that does not treat teachers as individuals. It treats them as cogs in a machine. The active/passive management by exception can, in practice, be based simply on whether or not administration likes you. When this is the case, a toxic work environment will follow. When a teacher who is liked by admin turns in decent work, they are fine. But when a teacher who is not liked by admin turns in the same quality of work, admin can find problems and make sure that every jot and tittle is corrected.
Transformational Leadership (Most Effective)
This is seen as the most effective leadership model. The transformational leader fosters an environment of trust and respect. As a result of the respectful and trusting environment, leaders and teachers are able to challenge and learn from each other, allowing both to improve. A transformational leader will be sensitive to the individual teacher’s needs and work to develop them into a future leader.
This type of leader motivates employees to be more efficient by effectively addressing goals, visions, and project/task outcomes in light of the “big” picture. In order to accomplish employee motivation, a transformational leader will draw from their charisma, inspiration, intellectual stimulation, and individualized consideration (Bass, 1998; Yukl, 1998). When done effectively, the admin’s passion and vision are adopted by the teacher. When admin and teachers share a common goal, communication becomes more straightforward.
All schools have goals and tasks for teachers to accomplish. A transformational administration will ensure that teachers are aware of the task/goal’s significance. They do not give out busywork or work where only admin knows the purpose. This admin will also provide strategies for teachers to efficiently and effectively accomplish the task/goal. In the study I read, this leadership style was found to have a PPMCC of -.59 in relation to teacher stress and burnout. Meaning that transformational leadership is associated with reduced levels of teacher stress and burnout.
My thoughts on this type of leadership are largely hypothetical because I have not encountered this. (To be clear, it is upper management. I have had some wonderful department heads though.) I can imagine that this type of work environment is one where teachers feel respected and safe, and as a result are free to focus on teaching and its related tasks.
I used the Ph.D. dissertation “TEACHER STRESS AND BURNOUT AND PRINCIPALS’ LEADERSHIP STYLES: A RELATIONAL STUDY” by CARLA MCKINNEY-THOMPSON