Question 1: The challenge of modern school organizations needs the objective viewpoint of the manager and also the flashes of vision and commitment wise leadership provides. (Adapted from Bolman & Deal, 1997)
a) In the light of the above quote, describe how the school rector is termed to be both a leader and a manager.
b) The situational theorists opposed the Trait approach.
Illustrate the situational leadership theory and critically explain on the situational factors which influence the leadership in your school organization.
Question 2: Burns believed that the essence of transformational leadership lies in the leader having a vision for the organization and sharing it with the followers.
The leader must as well be a source of inspiration in order to empower and “transform followers into leaders and leaders into moral agents”. (Burns in Greenfield 2004: 176).
a) Illustrate the 4 I’s of Transformational leadership with the support of suitable illustrations.
b) By closely referring to the Mauritian context, what are the challenges which prevent the school leader from becoming a ‘moral agent’ and what must be done to support him/her?
Question 3: It is frequently seen that societal culture is beyond the control of educational leaders however heads and principals are capable to persuade organizational culture.
a) In what ways does ‘societal culture’ influence the school?
b) How can principals use the school’s organizational culture so as to fight the negative effects of societal culture?
Question 4:
a) Describe the significance of leadership for community-building?
b) How can the school leader make a sense of community in and outside the school?