Transformational Leadership: Perceptions of Building-Level Leaders

Abstract

This research explored the transformational leadership traits of principal participants in the Northeast of the United States. The mixed methods case study utilized two data sources: The Leadership Practices Inventory (LPI; n = 110) and individual interviews ( n = 28). Descriptive statistical data analyses highlighted the five pillars of transformative leadership and suggested that the human component of leadership was essential to participant perceptions. Three finding statements emerged from the qualitative data analysis. First, participant principals believed themselves to be transformational leaders. Second, participants considered change to be a central tenet to their understanding of transformational leadership. Finally, the intangible, human elements of leadership were fundamental to participants’ perceptions of transformational leadership. Implications and recommendations are discussed.