An exploration of Transformational Leaderhip and its Role in Strategic Planning A Conceptual Framework

Turan S., Sny C.

Educational Planning, vol.13, no.1, pp.3-19, 2001 (Peer-Reviewed Journal)

  • Publication Type: Article / Article
  • Volume: 13 Issue: 1
  • Publication Date: 2001
  • Journal Name: Educational Planning
  • Journal Indexes: EBSCO Education Source, ERIC (Education Resources Information Center), Education Index (EI)
  • Page Numbers: pp.3-19
  • Bursa Uludag University Affiliated: No


The literature on transformational leadership is reviewed to provide a theoretical framework for leaders in educational organizations. Our rapidly changing society calls for a new type of educational leadership. Drawing on the work of J. M. Burns (1978) and B. M. Bass (1985) among others, transactional leaders are distinguished from transformational leaders. Transactional leaders exchange one thing for another, while transformational leaders look for potential motives in followers and seek to satisfy higher needs and engage the full person of the follower. Four behaviors of transformational leaders that have been identified are: (1) idealized influence; (2) inspirational motivation; (3) intellectual stimulation; and (4) individualized consideration. A theory of transformational leadership as a three-act drama has been developed by N. M. Tichy and M. A. Devanna (1986). An example of the organization during Act 1 of transformational leadership (recognizing the need for change) is provided in a discussion of a suburban St. Louis (Missouri) school district. Act II (creating a vision and mobilizing commitment) and Act III (institutionalizing change) are also seen in the school district's responses to the need for change. Strategic planning, like transformational leadership, is vision-driven planning for the future. Both transformational leadership and strategic planning are necessary for an organization to respond to the changes and uncertainties of organizational life.