A Review of Transformational School Leadership Research 1996–2005

“Transformational Leadership In their analysis of 32 empirical leadership studies published between 1996 and 2005, Leithwood and Jantzi (2005) presented four conclusions: 1.”

“…environment, determined transformational school leadership as six dimensions and ranked as following (Jantzi & Leithwood, 1996; Leithwood, 1994; Leithwood & Jantzi, 2005): (i) Determining and defining a vision: Defines, explains and develops new possibilities for the school and aims to inspire…”

“…2004); prestasi guru dan kepuasan kerja guru (Bolger, 2001); amalan guru berubah (Leithwood et al., 2004); perancangan dan strategi untuk perubahan (Leithwood & Jantzi, 2005); kualiti pedagogi atau pengajaran (Marks & Printy, 2003); pembelajaran organisasi (Silins, Mulford & Zarins, 2002); guru…”

“…have the potential to influence teaching and learning (Downey, 2004; Downey, Steffy, English, Frase, & Poston, 2004; Kachur, Stout, & Edwards, 2009; Leithwood & Jantzi, 2005, 2008; Leithwood, Patten, & Jantzi, 2010; Leithwood, Louis, Anderson, & Wahlstrom, 2004; Robinson, 2010; Robinson, Lloyd, &…”

“Transformational leadership theory suggests that leadership development could be a valuable method for limiting turnover and maintaining a pipeline of candidates when turnover occurs (Leithwood & Jantzi, 2005).”

“Leithwood and Jantzi (2005) argue that leaders must adopt multiple roles, such as manager, mentor, facilitator and innovator, and emphasise flexibility in these roles to respond to the diverse needs and challenges of educational institutions (Leithwood and Jantzi, 2010; Bolivar, 2010).”

“The transformational leadership model has a supportive leadership function wherein the leader is in charge of encouraging and establishing a clear school vision and goals, supporting and encouraging teachers, and promoting teachers' professional development (Leithwood & Jantzi, 2007).”

“The transformational leadership of formal leaders makes a significant contribution to positive work climates, team commitment, self-motivation and job satisfaction (Leithwood & Jantzi 2005; Leithwood & Jantzi 2006).”

“…Heck, Larsen & Marcoulides, 1990; Marks & Printy, 2003; Southworth, 2002), transactional and transformational leadership (Kuhnert & Lewis, 1987; Leithwood & Jantzi 1990, 2000, 2005; Silins 1994; Yang, 2014), teacher leadership (Berry, Johnson & Montgomery, 2005; Coyle, 1997; Lambert, 2003;…”

“Leithwood and Jantzi (2005) asserted that leadership is second only to classroom instruction among school-related factors affecting student learning.”

“This model of leadership is traditionally characterized by its capacity to set direction, restructure organizations, cultivate personnel, and foster meaningful connections with the external community (Bass, 1985; Burns, 1978; Leithwood & Jantzi, 2005).”

“In the school ecosystem, Leithwood and Jantzi (2005) argue that transformational leadership is one of the most powerful mechanisms for increasing institutional effectiveness, especially in environments characterized by vulnerability and high complexity.”

“Although leadership is defined in several ways [13, 27, 42], most viewpoints emphasize three key elements: influence, process, and goal attainment.”

“This ensures that collective efforts in PLCs stay in line with student achievement and instructional improvement (Leithwood & Jantzi, 2005a; Robinson et al., 2008).”

“Teachers are more likely to engage in professional dialogue when leadership fosters trust and reduces interpersonal risk (Leithwood & Jantzi, 2005; Robinson, 2011).”

“These findings align with Leithwood and Jantzi’s (33) observation that transformational leadership is associated with higher levels of commitment, but its success is contingent upon contextual factors, such as the availability of mentoring systems, faculty development opportunities, and…”

“Leithwood and Jantzi (2005) emphasized transformational behaviors that communicate an inspiring vision, promote professional growth, and stimulate intellectual engagement.”

“Dalam konteks sekolah, Leithwood & Jantzi (2005) juga menegaskan bahwa kepemimpinan transformasional dapat meningkatkan komitmen guru dan efektivitas organisasi melalui penguatan visi bersama.”

“The instrument for leadership quality was adapted from the Transformational Leadership model by (Leithwood & Jantzi, 2005), the parental attachment instrument was adapted from the Inventory of Parent and Peer Attachment (IPPA) by (Armsden & Greenberg, 1987), and the learning motivation instrument…”

“This finding supports previous studies in the area of educational leadership that show how school leadership is closely related to common objectives, cooperation among professionals, and school climate (Hallinger, 2005; Leithwood & Jantzi, 2005; Spillane, 2006).”

“…kompetensi guru, fasilitas pendidikan, dan hasil belajar siswa (Harvey & Green, 1993; Stufflebeam, 2007), serta sangat dipengaruhi oleh konteks sosial dan budaya tempat pendidikan berlangsung (Fullan, 2016); (Leithwood & Jantzi, 2000; Darling & Hammond, 2010; Rahman et al., 2021; Elitasari, 2022).”

“Organizational context and leadership, especially participatory practices, influence autonomy [31] .”

“A seminal meta-analysis by Leithwood and Jantzi [51] reviewed 50 studies and concluded that transformational leadership explained a significant variation in student engagement and achievement, primarily by influencing school conditions.”

“In education, this perspective has been advanced by Leithwood and Jantzi (2005), while Avolio and Bass (2004) provide instruments that make it easier to apply in empirical research.”

“Leithwood & Jantzi (2005) showed that transformational leadership has a significant effect on teacher commitment and school culture.”

“…morale (Lewin et al., 1939; Bush, 2003); Democratic leadership encourages participation, trust and better performance, and slows decision-making (Leithwood & Jantzi, 2005; Sergiovanni, 2009), Laissez-faire leadership provides experienced staff with a strong role but risks leading to weak…”

“La literatura internacional ha señalado que el liderazgo influye indirectamente en los aprendizajes al construir visión, desarrollar capacidades y configurar condiciones organizacionales (Leithwood & Jantzi, 2005; Hallinger, 2011).”

“Selain itu, praktik perencanaan kolaboratif yang ditemukan dalam penelitian ini memperkuat pandangan Leithwood dan Jantzi (2005) bahwa kepemimpinan partisipatif memiliki dampak signifikan terhadap peningkatan efektivitas sekolah.”

“By contrast, leadership models grounded in hierarchical control or authoritarian command tend to intensify teachers’ anxiety and helplessness, reinforcing negative cycles of occupational stress (Leithwood & Jantzi, 2005; Harris, 2013).”

“These strategies reflect transformational leadership that promotes innovation and participation (Leithwood & Jantzi, 2005).”

“Previous studies have demonstrated the impact of various leadership styles on both school culture and academic optimism (Daniëls et al., 2019; Leithwood & Jantzi, 2005; Liebowitz & Porter, 2019).”

“Leithwood and Jantzi (2005) In sum, this analysis not only celebrates the educators' unique and synergistic contributions but also aligns with evidence-based professional development frameworks.”

“They are also consistent with evidence that transformational school leadership strengthens school conditions and teacher commitment, which then indirectly contributes to student learning and engagement (Leithwood & Jantzi, 2005; Leithwood & Sun, 2012).”

“Decision-making style reflects how leaders define problems, allocate resources, and involve teachers in organizational decisions, thereby shaping perceptions of autonomy and professional respect (Danisi et al., 2021; Leithwood & Jantzi, 2005).”

“Leithwood and Jantzi (2005) emphasized that idealized influence builds trust and respect, which may be more evident in professional relationships compared to student interactions.”

“…of learning implementation (methods, classroom management), (3) student learning outcomes, (4) professional participation (training, development), (5) administrative compliance, and (6) contribution to extracurricular activities or school organization (Leithwood & Jantzi, 2005; Mulyasa, 2013).”

“According to the transformational leadership theory, recognising staff contributions and encouraging professional growth are key to sustaining motivation (Leithwood & Jantzi 2005).”

“Leadership that inspires and empowers teachers has been shown to contribute to increased work motivation, organizational commitment, and the quality of classroom learning (Andriani et al., 2018; Leithwood et al., 2020; Leithwood & Jantzi, 2005).”

“Transformational leadership emphasizes vision, inspiration, intellectual stimulation, and individualized consideration, leading to increased motivation and organizational change (Leithwood & Jantzi, 2005).”

“This, in turn, can lead to higher levels of innovation and resilience within the organization (Leithwood & Jantzi, 2006).”

“Distributed leadership facilitates change by empowering employees to participate in decision-making, promoting ownership, and reducing resistance (Leithwood & Jantzi, 2005).”

“En particular, el liderazgo estratégico se asocia con la capacidad del rector o equipo directivo para generar visión, cohesionar a la comunidad educativa, movilizar recursos y promover una cultura institucional orientada a la mejora continua (Leithwood & Jantzi, 2005; Bolívar, 2012).”

“In alignment with this approach, Leithwood and Jantzi (2005) propose that transformational leaders should inspire their teams toward a shared vision of social justice, driving structural changes that strengthen inclusion.”

“(Leithwood & Jantzi, 2005) In close connection to leadership is the quality of teaching.”