Skip to main content
Article
Transformational classroom leadership : a basis for academic staff development
Journal of Management Development
  • James Stuart POUNDER, Abu Dhabi University, United Arab Emirates
Document Type
Journal article
Publication Date
1-1-2009
Keywords
  • classrooms,
  • transformational leadership,
  • employee development,
  • universities,
  • academic staff,
  • Hong Kong
Abstract
Purpose - The purpose of this paper is to present a solid basis for evaluating and enhancing university classroom leadership. Design/methodology/approach - The paper is based on an empirical study conducted in a Hong Kong university setting indicating the value of the full range (transformational-transactional) leadership framework for assessing and developing the transformational leadership qualities of university teachers. Findings - The study indicates the educational value of the transformational classroom leadership style and suggests approaches to developing transformational leadership qualities in university teachers. Research limitations/implications - Although the study was confined to the one Hong Kong university, it has significant implications for the development of university teachers. Practical implications - The study presents an approach to assessing the classroom leadership styles of university teachers and proposes staff development initiatives aimed at producing effective classroom teacher-leaders. Originality/value - The paper is one of the few attempting to assess the effects of transformational leadership qualities in a university classroom setting and to propose a staff development program for university teachers based on the transformational leadership construct.
DOI
10.1108/02621710910947353
E-ISSN
17587492
Publisher Statement
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Citation Information
Pounder, J. S. (2009). Transformational classroom leadership: A basis for academic staff development. Journal of Management Development, 28(4), 317-325. doi: 10.1108/02621710910947353