School Leaders and their Leadership Style: Does it Keep Them in the Role?

Abstract

In a global context of school leader shortages, understanding how leadership styles influence job satisfaction and an individual’s willingness to stay in the role is important. Now, as more Canadian schools are led by retired or temporary principals, the crisis of school leadership leavers, and the negative impact on school improvement must be deeply considered. Yet, with the erosion of defined authority and power, traditional managerial leadership approaches are considered less desirable by communities. At the same time, the expectations placed upon the principal is continuing to grow. Principals and vice principals must lead through gained permission and influence. The tension between stakeholders, principals’ supervisors, and unions are making “doing the work” of the role increasingly complex.