Abstract
This qualitative phenomenological narrative inquiry research study used narrative inquiry to investigate rural superintendents’ experiences with the application of principle-centered leadership in their districts. Ten superintendents from rural districts in east Texas were interviewed. Narratives were analyzed by organizing, describing, classifying, and interpreting data collected from the interviews. The study results support the notion that the application of principle-centered leadership helps superintendents to become effective leaders in their districts. Other findings from this study include the notion that effective superintendents practice the tenets of principle-centered leadership with different actions and methods based on their beliefs and personalities. Findings also emphasized that trustworthiness and trust is the foundation of principle-centered leadership, which allows for empowerment and alignment to vision. This study provides superintendents and other educational leaders with practices critical to practicing principle-centered leadership in order to become more effective leaders in their districts.
Highlights
Research Question 1: What do rural superintendents experience in the application of empowerment at the managerial level? Based on the findings, it can be concluded that for superintendents to be successful and effective, stakeholders in the district must participate in setting the standards of acceptable performance in order to be empowered to accomplish the goals and mission of the district
This study provided insight into what rural superintendents experience in the application of principle-centered leadership in their districts
All of the participants were shaped by these varied experiences throughout their life
Summary
It can be concluded that for superintendents to be successful and effective, stakeholders in the district must participate in setting the standards of acceptable performance in order to be empowered to accomplish the goals and mission of the district. Superintendents can and must maintain control while giving others in the organization the freedom and autonomy to meet challenges and seize opportunities. These findings were consistent with the principle of empowerment at the managerial level (Covey, 1990) and the suggestion by Maxwell (1998) that empowerment is beneficial both for the person being empowered and the leader or mentor as well. The findings were consistent with the research of Yukl (2006) regarding guidelines for participative leadership and delegation, the research of Yukl and Becker (2006) regarding employees
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