TABLE OF CONTENTS 1. INTRODUCTION. 2. THE THEORETICAL FRAMEWORK OF LEADERSHIP.. 2.1 Interview outline 2.2 Reflection 2.3 Elucidation 3.

THE LEADERSHIP STYLE OF THE LEADER... 3.1 Interview outline 3.2 Reflection 3.3 Elucidation 4. LEADERSHIP DEVELOPMENT CAPACITY OF THE LEADER. 4.1 Interview outline 4.2 Reflection 4.3 Elucidation 5. COMMUNICATION STYLE OF THE LEADER... 5.1 Interview outline 5.2 Reflection 5.3 Elucidation 6. HOW DOES THE LEADER DEVELOP TEAMWORK?..................................... 6.1 Interview outline 6.2 Reflection 6.3 Elucidation 7. COACHING AND CONFLICT RESOLUTION SKILLS OF A LEADER.. 7.1 Interview outline 7.2 Reflection 8. CONCLUSION. 9. BIBLIOGRAPHY.. INTERVIEWED SUBJECT Principal of Primary School 2 2

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1. INTRODUCTION The interview is exploratory and theory constructing by nature and is not at all focused on a final and simple leadership model. It is merely a portfolio of a leaders preferred leadership style and how through his theoretical framework addresses and implements it by skilful application. As a starting point a historical perspective around critical leadership theories is presented, which serve as the basis for the creation and evaluation of broad leadership types. 2. THE THEORETICAL FRAMEWORK OF LEADERSHIP 2.1 Interview outline The interviewed leader identified his theoretical framework of leadership in two distinct leadership categories namely: transactional and transformational. He is of the opinion that both leadership structures produce results and he does make use of both for optimal operational results; however the latter has produced better results as it empowers the followers to adjustment and success. He did stress that he will not do away with ether
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of the two as both finds it place within the leadership environment and both has produced constructive effects. 2.2 Reflection My observation of his theoretical framework in his leadership environment has identified a key aspect of his preferred style (to be debated later in this paper). He seemed to have a progressive presence as a leader and an arduous presence as a manager. 2.3 Elucidation The distinction between transactional and transformational leadership style is best illustrated by the contrasting of the two styles. The transactional manager is described as someone who focuses on a reward relationship with a view to mutual exchange, to the transformational leader that focusses on the transformation of the followers' emotional state, from immediate lower order needs to fulfilment and self-actualization as objective. 3. THE LEADERSHIP STYLE OF THE LEADER 3.1 Interview outline The interviewed leader preferred the style of transformation as it brings positive change and results within the organisation and empowers the followers to become leaders in their own environment. Giving them the opportunity to buy into the vision and make it their own. He referred to the transformational leader as instrumental in the establishment of a future direction, the motivation of subordinates to accept the vision and to pursue it and over time make it practical in the form of procedures and routines. 3.2 Reflection Transformational leadership is a form of leadership that occurs as soon as the interests of the educators and the department leaders are increased and expanded, their functions are seen as a whole, and when the educators are encouraged to act in the interests of the department. 3.3 Elucidation This transformational leadership style owes its origin to the Charisma Sociology [Weber 1947], the charismatic leadership theory [House, 1977] and transformational leadership theories. The essence of the relevant theories lies in the impact of the leader, as a result of unique interpersonal skills and the effect on subordinates' behaviour. Transformational leadership is held as recognised archetype with typical behaviour like the stimulating and inspiring of followers, vision motivation, idealism and questioning the status quo.

4. LEADERSHIP DEVELOPMENT CAPACITY OF THE LEADER 4.1 Interview outline The interviewed leader made it very clear that he finds it imperative that any leader should have the scope for development in his or her environment. It is essential for leaders to grow with their subordinates as no one leadership situation is the same than the other. No matter if you are a principle, a minister or an executive, you must be able to improve and enrich yourself. He notes that especially in an education environment, trends change on a semester base: for instants for a Principals orientation session he just came back from Bloemfontein where he attended an annual Principal advisory where if you as leader do not attend, you as developing leader fail to enrich yourself en fall behind in educational trends. 4.2 Reflection

By focusing on leadership training for department heads, assumption can be made that the emphasis should be on adaptation, efficiency, effectiveness, productivity and motivation. The reason for this leadership model is that the structure of education places more pressure on department heads to manage change. Because leadership is an on-going process, a person cannot be learned overnight how to be a leader. The only way a useful effective leadership model can be compiled, is to evaluate the challenges faced daily, and to concentrate on the properties needed to engage these challenges, and then communicate the skills. 4.3 Elucidation The private sector is progressively inclined towards leadership rather than management development training, because leadership training is seen as an on-going process with strong social connotation. Leadership is precisely continuous since no person ever reaches the self-actualization level in leadership and must be exposed to leadership improvement on an on-going basis. Leadership training will empower department heads in making a vast difference in the school setting and to inspire others in the department to a tightly-knit school.

5. COMMUNICATION STYLE OF THE LEADER 5.1 Interview outline According to the interviewed leader, the leader's role is described as developing a vision for the organization, using a motivational and inspirational communication style that effectively persuades others to emulate such vision and to successfully implement it by skilful application of the leadership and management practices. Although his leadership communication style is goal driven, he does believe that there is a significant difference between leadership and management within the organization environment in achieving that goal.

5.2 Reflection Management is viewed as a process that aims to achieve organizational results with and through people, with the focus mainly on positional power and the process of contractual exchange of results and rewards between manager and subordinate. In contrast leadership involves a more comprehensive concept including achieving organizational goals. This is achieved by a process of effective communication, inspiration, influence and enthusiasm by creating a vision and the creation of sustainable relationships, characterized by trust, cooperation and conviction. 5.3 Elucidation

[Bass 1990] supported the previous opinion by describing transformational leadership communication style as the creating of inspirational goals; strengthening of the vision by the use of images and symbols; explanation of task goal; communication of positive outcomes and confidence in followers that they will be successful mainly by emphasis on emotion, visualizing the goal and indication of methodology to goal achievement.

6. HOW DOES THE LEADER DEVELOP TEAMWORK? 6.1 Interview outline The interviewed leader believes in the empowerment theory because it introduces the era of self-management with the emphasis on accountability for results. He serves on the base as a role model and facilitator rather than manager. By empowering leadership, he so endorses encouraging behaviours such as: positive opportunity thinking, self-compliment, self-leadership, participative goal setting and teamwork. Self-directed work teams provide the context in which these leadership skills can be developed. 6.2 Reflection For the interviewed leader, the emphasis on self-management is evident a strong focus within his framework of self-directed work teams. For him it is important that leadership skills are developed within this framework, forth bringing self-empowerment and common goal achievement. Synonyms concepts for the concept of self-directed work teams include: self-governing, autonomous, semi-autonomous, self-guiding, self-designed, high performance or high involvement work teams. 6.3 Elucidation Self-directed work teams can be described as a permanent autonomous group of interdependent people that interact with each other on a regular basis; exercises control over a total process and make differentiated contributions to achieving a common goal. The basis of the theory is that the core of organizational effectiveness is determined by joint optimization of both the social and technical components. Such optimization is a prerequisite for a productive system and addressing employee needs satisfaction.
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7. COACHING AND CONFLICT RESOLUTION SKILLS OF A LEADER. 7.1 Interview outline The leader stated that the organization has a grievance policy in place and it is followed as a guideline from a resolution point of view. In a conflict situation, he would first dialogue with the concerned parties and then acts as a mediator and if needed, a counsellor. If the line of dialogue as a first option does not work, the grievance policy is the next line of action. This usually defuses the conflict through the professional code of conduct used in the grievance policy. He does believe more in the counselling approach than the coaching approach because he believes it to be more personal and this is the way his subordinates know him and trust him. 7.2 Reflection In a corporate environment and within a managerial milieu, coaching would be an effective line of approach because of the impersonal and impartial way the code of conduct is applied, bringing the conflict to an impersonal and impartial solution. The law is the governing guide and the body directing the resolution of the conflict.

8. CONCLUSION Leadership and self-directed team functioning remains contemporary themes in the operating environment, seemingly affecting organization success. The purpose of the interview was to establish an archetype of leadership and to ascertain the relationship between leadership and the level of autonomy within a team context. The leader pointed out a significant relationship between leadership style and autonomy within a team environment. He also placed his leadership style amidst empowerment of his subordinates, thus achieving optimal results and cooperation. All in all a good articulated archetype and balanced leader.

9. BIBLIOGRAPHY [Webber, M. 1947]. The Theory of Social and Economic Organization: .. .. New York: Oxford University Press. [House, R.J. 1977]. A 1976 theory of charismatic leadership: ... Carbondale, IL: Southern Illinois University Press. [Bass, B.M. 1990]. Bass and Stogdills handbook of leadership: Theory, research and managerial applications [3rd ed.] New York: Free Press. 4[Wikipedia] Word Explanations 5[Google Scholar] .. Conception analysis