Leadership Theory into Practice

Abstract

This paper explores the application of leadership theories—namely, distributed leadership, transactional leadership, transformational leadership, and participative leadership—by critically comparing theoretical perspectives and examining their practical implementation in educational settings. The first section contrasts Parker’s case-based study of distributed leadership in British primary schools with an AI-generated article that offers a broad theoretical overview. While the AI-authored article demonstrates clarity and breadth, it lacks empirical depth. The second section reflects on the author’s experience as a principal in a private educational institution, evaluating the limitations of a purely transactional leadership model and advocating for the integration of transformational and participative approaches to foster innovation and employee engagement. The final section outlines specific practices of transactional leadership and critically assesses its shortcomings in sustaining intrinsic motivation and long-term organizational development. The paper concludes by recommending a hybrid leadership strategy that combines transactional precision with transformational inspiration, offering a practical pathway toward sustainable educational leadership.