Kouzes and Posner's transformational leadership model in practice

Abstract

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The research on educational leadership and management in the Arab world since the 1990s: A systematic review

“…Two articles examined the application of transformational leadership (as constructed by Western scholars) into the local educational system. In Abu‐Tineh, Khasawneh and Al‐Omari's () study, 550 Jordanian school principals reported that they moderately practice Kouzes and Posner's () Transformational Leadership Model. Additionally, consistent with Kouzes and Posner, female teachers and elementary school teachers more than male teachers and high school teachers identified their principals as transformational.…”

Different Pathways from Transformational Leadership to Job Satisfaction

“…Hui, Yee, and Eastman () reported that collectivist employees were satisfied with their jobs, supervisors, and coworkers more than individualist employees. Finally, Abu‐Tineh and Al‐Omari () studied TL in an educational context in Jordan and reported that non‐Western countries desire to maintain their own culture despite their wish to obtain Western technology and knowledge, pointing out the cultural effect on education, which has received little interest in leadership literature.…”

A “Message to Garcia” and Modern Leadership

“…By inspiring a shared vision, those changes become reality for the members of the organization, as transformational leaders not only create the vision of the future but also collaboratively share that vision. Transformational leaders also model the way, setting and following high standards while fostering credibility, as they encourage the heart, serving the human dimension of the organization through motivation and recognition of achievements (Kouzes & Posner, 1987;Abu-Tineh, Khasawneh, & Omary, 2009). Focusing on enable others to act and encourage the heart, the Message to Garcia story shows us the other side of the leadership model: not the followership proclaimed by Hubbard, but our responsibilities as leaders.…”

“…Enabling others to act also means giving organization members a voice in decision-making and the organizational planning process, recognizing the ownership and responsibility of the collaborative group within that entity (Abu-Tineh, Khasawneh, & Omary, 2009). Just as Rowan was recognized by Colonel Wagner as the best choice for the Cuban mission, as leaders, it is our responsibility to recognize the unique skills of organization members and empower them to act.…”