ABSTRACT
Transformational leadership, as it was described in Chapter 1, involves developing the capacity of organizational members: the capacity to meet both the immediate and long-term challenges involved in moving toward a vision of the future widely shared by members of the school. As Schlecty notes:
the key result is the growth and development of others; for the [transformational] leader, the goal is to help others succeed. (1990, p. 105)
The most promising focus for the developmental effort of school-leaders is the teaching staff. To the extent that school-leaders solve the problem of contributing to teachers’ growth, they can be viewed as exercising transformational leadership. Having devoted most of the previous four chapters to the processes used by school-leaders to solve problems, in general, we now turn to one of the most important specific problems facing leaders of future schools.
