Educational Leadership Approaches and Trends

Sefi Peleg

doi:doi:10.11648/j.edu.20120101.13

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Educational Leadership Approaches and Trends

Sefi Peleg

Published in Education Journal (Volume 1, Issue 1)

Received: 17 December 2012 Accepted: Published: 30 December 2012

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Abstract

Managers have different management styles. No manager is the same as another, or as any of the classical management styles that are defined in the literature. It is very hard to relate to a permanent style of management. During a career a manager can experience several situations. The most active managers – principals - are the transformational leaders who encourages the staff to achieve beyond the personal interest to advance a common goal stemming from it. School managers face dilemmas since autonomous school managers have responsibility and authority to channel the money at their disposal as they see fit. According to the claim that there are countless definitions of the word 'leadership' the term can be divided into two main categories: Inborn attributes and acquired attributes.

Published in	Education Journal (Volume 1, Issue 1)
DOI	10.11648/j.edu.20120101.13
Page(s)	9-14
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Management styles, School, Self-management, Leadership

References

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[3]	Burns, J. M. (1978). Leadership. In: R. Bugler (Ed.), 2000, Leadership and its applications in education. Tel Aviv: The Open University.
[4]	Carmi M, (2004), Teachers in the classroom - Leaders in chemistry. The Chemistry, 5, pp. 33.
[5]	Cheng, Y.C. (1993). An investigation of the relationship between classroom environment and students’ affective per-formance. Paper presented at the Annual Conference of the American Educational Research Association, Atlanta, G.A.
[6]	Evans, J. P. (2001). Commonsense leadership for uncommon times. Academic Leadership, 1 (2).
[7]	Friedman, Y. (1995). School climate and class climate: Pro-fessional literature survey. Jerusalem: Szold Institute. (He-brew).
[8]	Hofstein, A., Carmi, M., & Ben-Zvi, R. (2003). Developing leadership among chemistry teachers in Israel. International Journal of Science and Mathematics Education, 1(1), 39-65.
[9]	Huber, S.G. (2004). School leadership and leadership de-velopment: Adjusting leadership theories and development programs to values and the core purpose of school.
[10]	Mumford, M.D. (2009). Leadership 101, Springer Publish-ing Company, NY.
[11]	Peleg, S., (2012), Leadership in education. PhD thesis re-search. Universities of Baber-Bolyai, Cluj Napoca, Romania.
[12]	Sofer, M., Katz, N., & Altan, A. (1995). Leading leadership keys – theory and practice. Pituach Irguni BeYisrael, 8, 22-28. (Hebrew).
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[16]	West-Burnham, J. (2002). Leadership and spirituality. NCSL Leading Edge Seminar Think-piece www. ncsl.org.uk / leadingedge.
[17]	West-Burnham, J. (2009). Rethinking educational leadership: From improvement to transformation. London: Continuum.
[18]	Yukl, G.A. (1994). Leadership in organizations (3rd ed.) Englewood Cliffs, NJ: Prentice-Hall.
[19]	Stefanowski, J. (1998). On rough set based approaches to induction of decision rules, in: L. Polkowski & A. Skowron (Eds.), Rough Sets in Knowledge Discovery, Physica-Verlag, Heidelberg, 500-529.

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Sefi Peleg. (2012). Educational Leadership Approaches and Trends. Education Journal, 1(1), 9-14. https://doi.org/10.11648/j.edu.20120101.13

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ACS Style

Sefi Peleg. Educational Leadership Approaches and Trends. Educ. J. 2012, 1(1), 9-14. doi: 10.11648/j.edu.20120101.13

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AMA Style

Sefi Peleg. Educational Leadership Approaches and Trends. Educ J. 2012;1(1):9-14. doi: 10.11648/j.edu.20120101.13

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@article{10.11648/j.edu.20120101.13,
  author = {Sefi Peleg},
  title = {Educational Leadership Approaches and Trends},
  journal = {Education Journal},
  volume = {1},
  number = {1},
  pages = {9-14},
  doi = {10.11648/j.edu.20120101.13},
  url = {https://doi.org/10.11648/j.edu.20120101.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.edu.20120101.13},
  abstract = {Managers have different management styles. No manager is the same as another, or as any of the classical management styles that are defined in the literature. It is very hard to relate to a permanent style of management. During a career a manager can experience several situations. The most active managers – principals - are the transformational leaders who encourages the staff to achieve beyond the personal interest to advance a common goal stemming from it. School managers face dilemmas since autonomous school managers have responsibility and authority to channel the money at their disposal as they see fit. According to the claim that there are countless definitions of the word 'leadership' the term can be divided into two main categories: Inborn attributes and acquired attributes.},
 year = {2012}
}

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TY  - JOUR
T1  - Educational Leadership Approaches and Trends
AU  - Sefi Peleg
Y1  - 2012/12/30
PY  - 2012
N1  - https://doi.org/10.11648/j.edu.20120101.13
DO  - 10.11648/j.edu.20120101.13
T2  - Education Journal
JF  - Education Journal
JO  - Education Journal
SP  - 9
EP  - 14
PB  - Science Publishing Group
SN  - 2327-2619
UR  - https://doi.org/10.11648/j.edu.20120101.13
AB  - Managers have different management styles. No manager is the same as another, or as any of the classical management styles that are defined in the literature. It is very hard to relate to a permanent style of management. During a career a manager can experience several situations. The most active managers – principals - are the transformational leaders who encourages the staff to achieve beyond the personal interest to advance a common goal stemming from it. School managers face dilemmas since autonomous school managers have responsibility and authority to channel the money at their disposal as they see fit. According to the claim that there are countless definitions of the word 'leadership' the term can be divided into two main categories: Inborn attributes and acquired attributes.
VL  - 1
IS  - 1
ER  -

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Author Information

Sefi Peleg

Universitatea Babe?-Bolyai, Cluj-Napoca

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APA Style

Sefi Peleg. (2012). Educational Leadership Approaches and Trends. Education Journal, 1(1), 9-14. https://doi.org/10.11648/j.edu.20120101.13

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ACS Style

Sefi Peleg. Educational Leadership Approaches and Trends. Educ. J. 2012, 1(1), 9-14. doi: 10.11648/j.edu.20120101.13

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AMA Style

Sefi Peleg. Educational Leadership Approaches and Trends. Educ J. 2012;1(1):9-14. doi: 10.11648/j.edu.20120101.13

Copy | Download

@article{10.11648/j.edu.20120101.13,
  author = {Sefi Peleg},
  title = {Educational Leadership Approaches and Trends},
  journal = {Education Journal},
  volume = {1},
  number = {1},
  pages = {9-14},
  doi = {10.11648/j.edu.20120101.13},
  url = {https://doi.org/10.11648/j.edu.20120101.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.edu.20120101.13},
  abstract = {Managers have different management styles. No manager is the same as another, or as any of the classical management styles that are defined in the literature. It is very hard to relate to a permanent style of management. During a career a manager can experience several situations. The most active managers – principals - are the transformational leaders who encourages the staff to achieve beyond the personal interest to advance a common goal stemming from it. School managers face dilemmas since autonomous school managers have responsibility and authority to channel the money at their disposal as they see fit. According to the claim that there are countless definitions of the word 'leadership' the term can be divided into two main categories: Inborn attributes and acquired attributes.},
 year = {2012}
}

Copy | Download

TY  - JOUR
T1  - Educational Leadership Approaches and Trends
AU  - Sefi Peleg
Y1  - 2012/12/30
PY  - 2012
N1  - https://doi.org/10.11648/j.edu.20120101.13
DO  - 10.11648/j.edu.20120101.13
T2  - Education Journal
JF  - Education Journal
JO  - Education Journal
SP  - 9
EP  - 14
PB  - Science Publishing Group
SN  - 2327-2619
UR  - https://doi.org/10.11648/j.edu.20120101.13
AB  - Managers have different management styles. No manager is the same as another, or as any of the classical management styles that are defined in the literature. It is very hard to relate to a permanent style of management. During a career a manager can experience several situations. The most active managers – principals - are the transformational leaders who encourages the staff to achieve beyond the personal interest to advance a common goal stemming from it. School managers face dilemmas since autonomous school managers have responsibility and authority to channel the money at their disposal as they see fit. According to the claim that there are countless definitions of the word 'leadership' the term can be divided into two main categories: Inborn attributes and acquired attributes.
VL  - 1
IS  - 1
ER  -

Copy | Download