The maintenance of tracking : the role of organizational culture

Modern comprehensive high schools do not formally track students into different programs, but schools offer different curricular sequences with important and stratified consequences for students' post-secondary education. This study used qualitative methodology to examine how schools' organizational cultures influence the maintenance of tracking practices in four comprehensive high schools in Miami. The methodology included long-term participant observation in each of the four schools, unstructured and semi-structured interviews and the collection of written documents produced by the district. A framework based on the concepts of environment, mission,, information, strategy, and leadership was used to analyze the data. It was found that school cultures shared deeply held beliefs that regard ability as a fixed trait. This prevented schools from providing access to information about the consequences of course selection to the majority of the student body, with the exception of those students defined as "college bound." State and County level policies that reward achievement in standardized tests combined with school overcrowding, resulted in organizational cultures that favored the adoption of strategies stressing efficiency, as opposed to a challenging education for all students. Only one of the four schools in the study had a policy requiring students to attempt courses that were more challenging. The practice was resented by both teachers and counselors, since it was perceived as interfering with other goals of the institution, i.e.: graduating students in four years. The culture of the schools stressed college as the only legitimate post-secondary option; consequently, the majority of counselors did not encourage students-even those already defined as "not college material"-to consider other alternatives, such as vocational education. The elimination of formal tracks in these comprehensive high schools resulted in the school culture lacking a clear mission in regards to non-college bound students. Findings are discussed in relation to current theoretical explanations for educational policy and equality of opportunity.

Learning leadership: a resource for aspiring nurse leaders

Background/purpose – Nurse leaders play a key role in the growth of the nursing profession; hence the development of future leaders is essential. Despite its importance, opportunities for leadership development can be limited. The purpose of the practicum project was to develop a comprehensive, yet concise resource to assist aspiring nurse leaders in their journey towards effective leadership. Methods – The methods used to achieve the practicum objectives were: (a) explore the literature and complete a comprehensive review (b) conduct expert consultations with current nurse leaders, and (c) develop a learning resource for aspiring nurse leaders. Results – The literature review and expert consultations highlighted the importance of effectively developing aspiring nurse leaders. The information obtained allowed for the development of a comprehensive learning resource. A detailed background, leadership theory, leadership framework, leader competencies and learning activities are presented throughout the resource. Conclusion – In order to for the nursing profession to continue to advance, effective nurse leaders are of paramount importance. However, it is essential that aspiring leaders are given appropriate opportunities for development. The learning resource was developed to provide aspiring leaders with a comprehensive tool to enhance their leadership development.

Barriers to reporting child maltreatment: do emergency medical services professionals fully understand their role as mandatory reporters?

BACKGROUND: Child maltreatment is underreported in the United States and in North Carolina. In North Carolina and other states, mandatory reporting laws require various professionals to make reports, thereby helping to reduce underreporting of child maltreatment. This study aims to understand why emergency medical services (EMS) professionals may fail to report suspicions of maltreatment despite mandatory reporting policies. METHODS: A web-based, anonymous, voluntary survey of EMS professionals in North Carolina was used to assess knowledge of their agency's written protocols and potential reasons for underreporting suspicion of maltreatment (n=444). Results were based on descriptive statistics. Responses of line staff and leadership personnel were compared using chi-square analysis. RESULTS: Thirty-eight percent of respondents were unaware of their agency's written protocols regarding reporting of child maltreatment. Additionally, 25% of EMS professionals who knew of their agency's protocol incorrectly believed that the report should be filed by someone other than the person with firsthand knowledge of the suspected maltreatment. Leadership personnel generally understood reporting requirements better than did line staff. Respondents indicated that peers may fail to report maltreatment for several reasons: they believe another authority would file the report, including the hospital (52.3%) or law enforcement (27.7%); they are uncertain whether they had witnessed abuse (47.7%); and they are uncertain about what should be reported (41.4%). LIMITATIONS: This survey may not generalize to all EMS professionals in North Carolina. CONCLUSIONS: Training opportunities for EMS professionals that address proper identification and reporting of child maltreatment, as well as cross-agency information sharing, are warranted.

Managing Vietnamese newsrooms: the role of internal communication

There have been many studies on news production but little has been found about newsroom efficiency despite the fact that this is journalists’ main concern. The very few (mostly foreign) researchers who study Vietnamese media usually look at them from policy making and political-social perspectives, and with an outsider’s eye. They have little physical access, if any, to the media houses, which surely limits their view. Their approach implicitly over-emphasizes the influence of political forces and neglects the media’s own dynamics. This research takes a different approach: from insiders’ point of view. Using two daily newspapers as case studies, this multi-disciplinary ethnographic research seeks to understand the strategies Vietnamese news media employ to cope with the subsidy cuts and increasing competition while still under close political control. A particular focus is on the newsroom operational strategies to improve efficiency. It is found that organizational structure and culture, work climate, motivation and employee satisfaction, leadership and management styles, personnel policies (task requirements vs personal abilities and skills), systems/policies and procedures, and most importantly, communication are the factors that affect the newsroom efficiency, as well as newsroom strategy implementation and results.

The effects of conflict in driving forward innovation in shared leadership management consultant teams

It is argued in this study that current investigations of the role of conflict in shared leadership teams and, thus, teams in which all members have the opportunity to participate in its decision-making process are insufficient as they have focused on the downsides of these conflicts. This study demonstrates that task conflict is beneficial in that it can have positive effects on innovation in teams. It shows that particularly in shared leadership management consultant teams task conflict can stimulate innovation. Therefore, this research investigates the relationships among shared leadership, conflict and innovation. The research develops and empirically tests a conceptual model which demonstrates the relationships between these concepts and for which the inclusion of multiple research methods was essential. The sequential explanatory approach included a combination of quantitative and qualitative methods, the order of which can be adapted for other domains of application. The conceptual model was first tested with a sample of 329 management consultants. This was followed by 25, in-depth, face-to-face interviews conducted with individual survey respondents. In addition, weekly meetings of a management consultant team in action were video recorded over several months. This allowed for an in-depth explanation of the findings from the survey by providing an understanding of the underlying processes. The inclusion of observational methods provided a validating role and explained how and why conflicts contributed to the development of team innovation, through the analysis of subtleties and fleeting disagreements in a real-life management consultant team. The results deliver an assessment of the theoretical model and demonstrate that task conflict can allow for additional innovation in management consultant teams operating under a shared leadership structure. A practical model and guidelines for management consultant teams wanting to enhance their innovatory capacities are provided. In addition, a novel-user methodology which includes video observations is developed, with recommendations and steps aiding researchers aiming to employ a similar combination of methods. An original contribution to knowledge is made regarding the positive effects that task conflict can have towards innovation in shared leadership teams. Collaboration and trust are identified as important mediators between shared leadership and task conflict and significant regarding the development of innovation. The effectiveness of shared leadership in reducing negative relationship conflict and the benefits of both shared leadership and task conflict in enhancing innovation are demonstrated.

What do school principals do? Leadership practices in Spain drawn from PISA and TALIS international studies

Principals play a key role in schools. Their actions affect the efficacy of schools and indirectly on the students’ academic performance. Numerous studies describe the different activities that principals perform in their daily practice, grouping them in dimensions, not existing unanimity neither around the practices carried out nor the dimensions. In Spain, the new educational law, LOMCE, emphasizes the importance of looking into what international research says regarding the field of education to support the need for change and justify the ones that are being made, and develops an extended list of competences of the principal. This study is a synthesis of a narrative research with the following analysis unit: the results of the PISA (Programme for International Student Assessment) and TALIS (Teaching and Learning International Study) international reports, and the data provided on school leadership and their practices, from which conclusions are inferred, comparing them with the competences stated in the LOMCE. The comparative analysis of the leadership practices presented depicts a still uneven and heterogeneous scenario, not existing agreement neither for the setting of boundaries for the leadership dimensions, nor for the number of practices that constitute them. Such a scenario points towards the need for further empirical research, in order to accurately obtain a homogeneous catalogue of the actions carried out by principal, that may open the door to the development of the role of principal, and to the improvement of effectiveness and performance of schools, as it is suggested internationally, and it is an objective of the new educational law.

La congruence des valeurs : un facteur à considérer pour rehausser le leadership transformationnel et son efficacité ?

Les théories sous-tendant le leadership transformationnel suggèrent que la congruence des valeurs personnelles et organisationnelles est au cœur du fonctionnement du leadership transformationnel. Or, l’examen de cette proposition soulève certaines questions. Par exemple, il y a lieu de s’interroger quant à l’importance du type (subjective ou objective) et de la cible (équipe, organisation) de congruence considérés, du contenu des valeurs utilisées pour juger de la congruence, des contingences situationnelles modulant l’importance de la congruence, et du rôle de la congruence des valeurs des leaders eux-mêmes. Ainsi, afin d’enrichir les connaissances sur le rôle des valeurs en regard du leadership transformationnel, cette thèse propose trois articles dans lesquels ce rôle des valeurs et de leur congruence est abordé sous trois angles. Les données utilisées dans cette thèse proviennent d’une grande organisation canadienne, et des sous-ensembles de données sont créés pour répondre aux objectifs de chaque article. Le premier article s’intéresse aux liens qu’ont a) les valeurs personnelles des gestionnaires, b) les valeurs qu’ils perçoivent dans leur organisation et c) la congruence de ces deux ensemble de valeurs avec l’émission de comportements de leadership transformationnel tel que perçus par leurs subordonnés. Les résultats suggèrent que la congruence des valeurs n’a pas de lien avec le leadership transformationnel, mais que c’est le cas pour certaines valeurs au niveau personnel et organisationnel qui présentent effectivement un lien. Le deuxième article porte sur le potentiel rôle modérateur de la congruence des valeurs personne-organisation des subordonnés dans la relation entre le leadership transformationnel et les comportements d’habilitation. Les résultats montrent que la congruence des valeurs peut effectivement modérer cette relation, et que la forme de la modération peut dépendre de l’ancienneté des employés. Le troisième article traite du rôle modérateur de la présence de valeurs et de leur congruence au niveau de l’équipe dans la relation entre le leadership transformationnel et les comportements d’habilitation. Les résultats suggèrent que les valeurs et leur congruence dans les équipes peuvent modérer l’efficacité du leadership transformationnel en regard des comportements d’habilitation. De façon générale, la présence et la congruence de cinq valeurs, parmi les sept testées, semblent rehausser la relation entre le leadership transformationnel et les comportements d’habilitation. Ainsi, la présente thèse, en ajoutant des considérations quant aux questions qui avaient été soulevées par l’examen de la proposition théorique du rôle des valeurs et de leur congruence dans le leadership transformationnel, permet d’améliorer la compréhension de ce rôle. Spécifiquement, les résultats de cette thèse suggèrent que globalement, la congruence des valeurs peut être plus importante pour l’efficacité du leadership transformationnel lorsque les valeurs considérées sont plus importantes dans l’équipe de l’individu, et lorsque l’individu a peu d’ancienneté dans son organisation. De plus, en ce qui a trait aux leaders, il semble que la présence de valeurs de bien-être collectif et d’ouverture au changement ait un lien avec l’émission de comportements de leadership transformationnel. Une discussion traite de ces résultats et indique les limites de la thèse ainsi que des pistes de recherche future.

Shining a Light on the Dark Side: How the Global Financial Crisis Exposed the Dark Side of Leadership

The global financial crisis has had innumerate outcomes around the globe. Whilst most of these are generally perceived to be negative, there are outcomes which could be considered positive for society. One such outcome is the spotlight that the financial crisis has shone on corruption within organisations and in particular, the role that destructive leaders play in the promotion of negative behaviours within organisations. This interest in identifying so-called ‘dark-side’ traits in leaders is a positive step both academically and practically. Academically, there is a limited research examining individuals with ‘dark-traits’ within organisations (Mahmut, Homewood & Stevenson, 2008). Practically, most leader derailment can be attributed to ‘dark-side’ traits and leaders with such traits are implicated in a host of issues for organisations including poor staff morale and satisfaction, bullying, poor levels of productivity, high staff turnover, unethical behaviour and even white collar crime (e.g. Boddy,2010; 2011; Lesha & Lesha, 2012; O’Boyle, Forsyth, Banks & McDaniel, 2012; Sanecka, 2013). This paper focuses on one of the ‘dark-side’ traits; psychopathy. Psychopathy is a personality disorder characterised by guiltlessness, incapacity to experience love, impulsivity, shallow emotions, superficial charm and an inability to learn from experience (Cleckley, 1941, 1982). Research has found that individuals with high levels of psychopathy can be found working within organisations and experiencing some degree of career success (e.g. Babiak, Neumann & Hare, 2010; Board & Fritzon, 2005; Boddy, 2010; Lilienfeld, Latzman, Watts, Smith & Dutton, 2014). These individuals are theoretically thought to be attracted to careers which offer power, status and monetary rewards. In particular, the finance industry has been suggested as an ideal work place for the organisational psychopath. Some authors go as far as attribute organisational psychopaths a key role in the financial crisis (Boddy, 2011). However, little research has been conducted to explore whether levels of psychopathy in employees differ across industries and what careers might be most attractive to individuals with high levels of psychopathy. This paper presents the results of a large scale survey of 265 alumni of universities in the Central England region of the UK. The survey was conducted to assess the link between levels of three factors of psychopathy (Egotism, Callousness and Antisocialism) with occupation as defined by Holland’s RIASEC model. Participants completed Brinkley, Diamond, Magaletta & Heigel’s (2008) revision of Levenson’s Self-Report Psychopathy Scale and responded to questions regarding their current occupation. Logistic regression analyses were conducted to assess whether levels of Egotism, Callousness and Antisocialism were predictive of occupation. The results showed that when compared to individuals who occupy job roles within the Social sector of Holland’s model, individuals with higher levels of psychopathy were more likely to be employed within Realistic, Investigative, Enterprising and Conventional roles. When comparing Social and Realistic roles, more Egotistical individuals were likely to be employed within Realistic roles. When comparing those employed in Social roles to Investigative, Enterprising and Conventional roles, individuals with higher levels of Antisocialism were more likely to be employed within the latter three occupations than within Social roles. This suggests that individuals with psychopathy do gravitate towards certain career paths. Social roles where job incumbents are required to be caring and interact with others to a large extent appear to be unattractive to individuals with high levels of psychopathy. Social roles are also associated with lower monetary rewards and are generally less prestigious (Henley, 2001). These individuals instead seek out occupations where there are higher levels of risk, power and reward. Roles in the Realistic category include those which include high levels of risk e.g. fighter pilot, fireman etc., (Cohen, Meir, Segal & Amar, 2003). Investigative careers hold the highest level of prestige and ranking. Enterprising roles include management positions where power is wielded over subordinates and sales roles, where customers can be manipulated (ACT, 2009). Conventional roles include those within the finance industry, which include some of the most financially lucrative positive available (Babiak & Hare, 2006). The above suggests that individuals with higher levels of psychopathy may be seeking to satisfy their self-centred natures by selecting careers which provide them with high levels of reward in one way or another. Alternatively, these individuals may select roles where their traits can be accepted. The importance of Antisocialism in predicting occupation may be testament to the importance of finding a career which ‘fits’ such traits. Antisocialism is generally associated with negative outcomes in the workplace (Ettner, MacLean & French, 2010). Therefore, finding environments tolerant of antisocial tendencies may be a priority for individuals with high levels of these traits. The results suggest that Enterprising, Investigative and Conventional work environments may be tolerant of Antisocialism in employees and Realistic environments tolerant of Egotism. Academically, the results show that there is value in studying ‘dark-side’ characteristics in organisations. Individuals with higher levels of psychopathic traits, do not appear to randomly enter employment. Instead, they appear to gravitate to careers which meet their needs and/or tolerate their traits. It is important to further explore what industries and positions are particularly attractive to individuals with higher levels of psychopathy and what makes them attractive to these individuals. Such knowledge is important for practitioners to be able to advise organisations as to the likely level of risk they face of employing organisational psychopaths and to enable organisations which are particularly attractive to highly psychopathic employees to design selection systems which detect undesirable traits in candidates. Furthermore, organisations can examine their culture to assess whether traits such as antisocialism are tolerated (or even rewarded) and what the implications of this are.

The evolving profile, role and relevance of the medical director in a pharmaceutical company

Over the last years, operations in Pharmaceutical Companies have become more complex, trying to adapt to new demands of the market environment. Overall, the observed change of paradigm requires adapting, mainly by the setting of new priorities, diversification of investments, cost containment strategies, exploring new markets and developping new sets of skills. In this context, new functions have been created, the relevance of some has diminished, and the importance of others has arisen. Amongst these, the medical structure within a Pharmaceutical Company, increased to meet demands, with companies adopting different models to respond to these needs, and becoming a pillar to the business. Assuming the leading role within a medical department, the medical director function often lies in the shadow. It is a key function within Pharma Industry, either on a country or on a Global basis. It has evolved and changed in the past years to meet the constant demands of a changing environment. The Medical Director is a highly skilled and differeniated professional who provides medical and scientific governance within a Pharmaceutical company, since early stages of drug development and up to loss of exclusivity, not only but also by leading a team of other physicians, pharmacists or life scientists whose functions comprise specificities that the medical director needs to understand, provide input to, oversee and lead. As the organization of Pharmaceutical Companies tends to be different, in accordance to values, culture, markets and strategies, the scope of activities of a Medical Director can be broader or may be limited, depending on size of the organization and governance model, but they must fulfil a large set of requirements in order to leverage impact on internal and internal customers. Key technical competencies for medical directors such as an MD degree, a strong clinical foundation, knowledge of drug development, project and team management experience and written and verbal skills are relatively easy to define, but underlying behavioural competencies are more difficult to ascertain, and these are more often the true predictors of success in the role. Beyond seamless proficiency in technical skills, at this level interpersonal skills become far more important, as they are the driver and the distinctive factor between a good and an excelent medical director. And this has impact in the business and in the people doing it.

Professionalizing school governance: the disciplinary effects of school autonomy and inspection on the changing role of school governors

Since the 1980s, state schools in England have been required to ensure transparency and accountability through the use of indicators and templates derived from the private sector and, more recently, globally circulating discourses of ‘good governance’ (an appeal to professional standards, technical expertise, and performance evaluation as mechanisms for improving public service delivery). The rise of academies and free schools (‘state-funded independent schools’) has increased demand for good governance, notably as a means by which to discipline schools, in particular school governors – those tasked with the legal responsibility of holding senior leadership to account for the financial and educational performance of schools. A condition and effect of school autonomy, therefore, is increased monitoring and surveillance of all school governing bodies. In this paper, I demonstrate how these twin processes combine to produce a new modality of state power and intervention; a dominant or organizing principle by which government steer the performance of governors through disciplinary tools of professionalization and inspection, with the aim of achieving the ‘control of control’. To explain these trends, I explore how various established and emerging school governing bodies are (re)constituting themselves to meet demands for good governance.

Too many presidents "spoil the broth"?- What role for the European Commission in global climate change politics?

The European Union is the only supranational organisation to have both implemented ‘domestic’ climate change policy and provided leadership for the international community on adaptation and mitigation measures. Although the competence for action in climate change is shared between the national governments and the supranational level of the European Union, on behalf of the EU the European Commission has played a prominent role in international climate change negotiations. The Lisbon Treaty (in force December 2009) brought a number of changes to the institutional framework of the European Union, most significantly to the European Council and the external role of the EU. These changes appear to have added to the complexity which surrounds issues of the external representation of the EU and not simplified them – are there too many ‘Presidents’ of these institutions vying for a role? This paper questions the extent to which these changes will impact on the Commission headed by Jose Manuel Barroso, Barroso II Commission (2009-2014), particularly on Barroso’s ability to provide leadership on ‘domestic’ climate change policy and hence direction to the approach which the EU takes in global climate change politics.

La congruence des valeurs : un facteur à considérer pour rehausser le leadership transformationnel et son efficacité ?

Les théories sous-tendant le leadership transformationnel suggèrent que la congruence des valeurs personnelles et organisationnelles est au cœur du fonctionnement du leadership transformationnel. Or, l’examen de cette proposition soulève certaines questions. Par exemple, il y a lieu de s’interroger quant à l’importance du type (subjective ou objective) et de la cible (équipe, organisation) de congruence considérés, du contenu des valeurs utilisées pour juger de la congruence, des contingences situationnelles modulant l’importance de la congruence, et du rôle de la congruence des valeurs des leaders eux-mêmes. Ainsi, afin d’enrichir les connaissances sur le rôle des valeurs en regard du leadership transformationnel, cette thèse propose trois articles dans lesquels ce rôle des valeurs et de leur congruence est abordé sous trois angles. Les données utilisées dans cette thèse proviennent d’une grande organisation canadienne, et des sous-ensembles de données sont créés pour répondre aux objectifs de chaque article. Le premier article s’intéresse aux liens qu’ont a) les valeurs personnelles des gestionnaires, b) les valeurs qu’ils perçoivent dans leur organisation et c) la congruence de ces deux ensemble de valeurs avec l’émission de comportements de leadership transformationnel tel que perçus par leurs subordonnés. Les résultats suggèrent que la congruence des valeurs n’a pas de lien avec le leadership transformationnel, mais que c’est le cas pour certaines valeurs au niveau personnel et organisationnel qui présentent effectivement un lien. Le deuxième article porte sur le potentiel rôle modérateur de la congruence des valeurs personne-organisation des subordonnés dans la relation entre le leadership transformationnel et les comportements d’habilitation. Les résultats montrent que la congruence des valeurs peut effectivement modérer cette relation, et que la forme de la modération peut dépendre de l’ancienneté des employés. Le troisième article traite du rôle modérateur de la présence de valeurs et de leur congruence au niveau de l’équipe dans la relation entre le leadership transformationnel et les comportements d’habilitation. Les résultats suggèrent que les valeurs et leur congruence dans les équipes peuvent modérer l’efficacité du leadership transformationnel en regard des comportements d’habilitation. De façon générale, la présence et la congruence de cinq valeurs, parmi les sept testées, semblent rehausser la relation entre le leadership transformationnel et les comportements d’habilitation. Ainsi, la présente thèse, en ajoutant des considérations quant aux questions qui avaient été soulevées par l’examen de la proposition théorique du rôle des valeurs et de leur congruence dans le leadership transformationnel, permet d’améliorer la compréhension de ce rôle. Spécifiquement, les résultats de cette thèse suggèrent que globalement, la congruence des valeurs peut être plus importante pour l’efficacité du leadership transformationnel lorsque les valeurs considérées sont plus importantes dans l’équipe de l’individu, et lorsque l’individu a peu d’ancienneté dans son organisation. De plus, en ce qui a trait aux leaders, il semble que la présence de valeurs de bien-être collectif et d’ouverture au changement ait un lien avec l’émission de comportements de leadership transformationnel. Une discussion traite de ces résultats et indique les limites de la thèse ainsi que des pistes de recherche future.

How do servant leaders ignite absorptive capacity?: the role of epistemic motivation and organizational support

This study examines the role of servant leadership in absorptive capacity. Data from manufacturing and service sector organizations found that: a) there was moderation of servant leadership influence on knowledge identification through POS by high need for cognition, b) there was moderation of servant leadership influence on knowledge application through POS by low time pressure, and c) POS mediated relationship between servant leadership and knowledge dissemination. The findings illustrate and support the importance of a comprehensive model integrating servant leadership, POS, and epistemic motivation in determining absorptive capacity.

Leading change in higher education. The role of transformational and stakeholder management

Summary…iii Samenvatting . iv Resumen . vii Acknowledgments ix Table of Contents. xi List of tables xiii List of figures . xiii CHAPTER I General Introduction 2 CHAPTER II Transformational leadership and stakeholder management in library change . 47 CHAPTER III Successful change: the role of transformational leadership and stakeholder management in universities ... 73 CHAPTER IV Transformational leadership and stakeholder management: A multiple case study in Latin American universities . 111 CHAPTER V General Discussion 149 APPENDIX . 169 REFERENCES . 179

The Relationships between Elementary School Principals' Emotional Intelligence, Leadership Style and School Culture

The role of the principal in school settings and the principal’s perceived effect on student achievement have frequently been considered vital factors in school reform. The relationships between emotional intelligence, leadership style and school culture have been widely studied. The literature reveals agreement among scholars regarding the principal’s vital role in developing and fostering a positive school culture. The purpose of this study was to explore the relationships between elementary school principals’ emotional intelligence, leadership style and school culture. The researcher implemented a non-experimental ex post facto research design to investigate four specific research hypotheses. Utilizing the Qualtrics Survey Software, 57 elementary school principals within a large urban school district in southeast Florida completed the Emotional Quotient Inventory (EQ-i), and 850 of their faculty members completed the Multifactor Leadership Questionnaire (MLQ Form 5X). Faculty responses to the school district’s School Climate Survey retrieved from the district’s web site were used as the measure of school culture. Linear regression analyses revealed significant positive associations between emotional intelligence and the following leadership measures: Idealized Influence-Attributes (β = .23, p = < .05), Idealized Influence-Behaviors (β = .34, p = < .01), Inspirational Motivation (β = .39, p = < .01) and Contingent Reward (β = .33, p = < .01). Hierarchical regression analyses revealed positive associations between school culture and both transformational and transactional leadership measures, and negative associations between school culture and passive-avoidant leadership measures. Significant positive associations were found between school culture and the principals’ emotional intelligence over and above leadership style. Hierarchical linear regressions to test the statistical hypothesis developed to account for alternative explanations revealed significant associations between leadership style and school culture over and above school grade. These results suggest that emotional intelligence merits consideration in the development of leadership theory. Practical implications include suggestions that principals employ both transformational and transactional leadership strategies, and focus on developing their level of emotional intelligence. The associations between emotional intelligence, transformational leadership, Contingent Reward and school culture found in this study validate the role of the principal as the leader of school reform.