Reading some of the other blogs last week, in which different aspects of school systems from around the world were mentioned, such as the sport involvement of students in the US, or the Finish school system, got me thinking. Whilst undertaking some research, I happened to come across the PISA webpage and a link about the Singaporean leadership styles of teaching. This has led me to consider the role of transformational leadership in schools. For the next few weeks I will focus on how leadership styles and how those relate to the effectiveness of teachers and academic performance, and teaching-learning interventions existing in those contexts.
Singapore, a country that lacks natural resources, appears to take education quite seriously. The requirements towards teachers are consequently high and clearly communicate that learning can only be fostered in an environment, in which teachers are constant learners themselves and are prepared to integrate new pedagogy. Findings of transformational leadership in schools in Singapore suggested that such leader behaviour is related to commitment to the organisation, citizen behaviour, satisfaction of teachers with leaders, and academic performance for students (Koh, Steer, & Terborg, 1995).
What is Transformational Leadership?
“Leaders and followers make each other to advance to a higher level of moral and motivation.” James MacGregor Burns
Bass Transformational Leadership Theory: In his theory, Bass describes transformational leaders as people; who are trusted and respected, make others aware of the importance of task and its value, focus on organisational and team goals rather than individual interest, and activate higher-order needs. He also defined 4 components of Transformational Leadership:
- Intellectual Stimulation
- Individualized Consideration
- Inspirational Motivation
- Idealized Influence
Teachers in Singapore are instructing students based on those four concepts. Through facilitating such learning teachers encourage students; toward a creative approach in exploring new ways and opportunities of learning; by offering support through open communication with the learner to share new ideas and recognise others contributions; to be vision driven enabling them to experience passion and motivation in fulfilling goals; and influence them as trusted and respected role models to internalize ideals. This fosters a learner-centred environment in classrooms and aims at looking at the learning process and how it can be improved.
Learner-Centered Psychological Principles
McCombs and Whisler (1997) define learner-centered education as “the perspective that couples a focus on individual learners (their heredity, experiences, perspectives, backgrounds, talents, interests, capacities, and needs) with a focus on learning (the best available knowledge about learning and how it occurs and about teaching practices that are most effective in promoting the highest levels of motivation, learning, and achievement for all learners)”. It is based on fourteen principles pertaining to learners and the learning process. It includes cognitive and metacognitive factors, motivational and affective factors, developmental and social factors, and individual differences. http://www.apa.org/ed/governance/bea/learner-centered.pdf
A learner-centred approach in education includes use of technology, assessment, and institutional approaches. Technology integration in education in Singapore is applied in daily lectures; this is due to general acceptance of technology in classrooms and was found to be related to the perceived usefulness by teachers (Teo, 2009).
Designing learner- centred environments has been found to be effective in achieving higher academic results as well as reinforcing higher motivational orientation, moreover, to have a more structured learning environment benefits those at academic risk and students that tend to fall through the academic educational system (Alfassi, 2004). An investigation that examined the effect of transformational leadership in regards to teachers relationship with principles reported that it positively contributed to a school’s innovative climate among 51 elementary schools in the Netherlands (Moolenaar,2010).
To sum it up, the transformational leadership appears to be a relevant approach in education. It has been demonstrated to be influencing positive learning outcomes when you consider the result of Singapore at the PISA investigation 2009 and Singapore’s ranking. Studies that examined teachers’ job satisfaction, e.g. Bogler (2001), suggested that transformational leadership has direct and indirect implications toward the satisfaction of teachers on their profession. Examples from different countries support the positive effect such leadership has toward climate of learning and performance of students. Further suggestions have been made towards a model of transformational and instructional leadership in schools. Findings among 24 schools across America showed that when a structure of coexistence between transformational and shared instructional leadership was present, it substantially influenced school performance when the schools’ pedagogy and students’ achievements were considered (Marks & Printy, 2003).
Why is this educational system not adapting to transformational leadership style?
References
Alfasi, 2004. Effects of a Learner-Centred Environment on the Academic Competence and Motivation of Students at Risk. Learning Environments Research 7(1), 1-22.
Bass, B. M. and Steidlmeier, P. (1998). Ethics, Character and Authentic Transformational Leadership, at: http://cls.binghamton.edu/BassSteid.html
Koh, Steer, & Terborg,1995. The effects of transformational leadership on teacher attitudes and student performance in Singapor. Journal of Organizational Behavior 16 (4), 319–333.
Marks & Printy, 2003. Principal Leadership and School Performance: An Integration of Transformational and Instructional Leadership. Educational Administration Quarterly 39 (3), 370-397.
McCombs, B.L., and Whisler, J.S. (1997). The learner-centered classroom and school. San Francisco: Jossey-Bass.
Moolenaar N.M., 2010. Occupying the Principal Position: Examining Relationships Between Transformational Leadership, Social Network Position, and Schools’ Innovative Climate. Educational Administration Quarterly 46 (5), 623-670.
Teo, 2009. Modelling technology acceptance in education: A study of pre-service teachers. Computers & Education 52 (2), 302–312.