Educational Leadership

Educational  Ledership »


Leadership qualities consist in being a change agent, trustworthiness, and being visionary in leader being charismatic, a learner, using communication, and being a mentor to reduce turnover in workers. As a result, a leader character includes cognitive ability, honesty, integrity, drive, self-confidence, leadership motivation, and knowledge of the business.


To some extent, many see administers, leaders, and managers as synonymous, but there are primary differences. They have individual and unique abilities and skills. Administration is task as well as process, leadership is planning and vision, and management is creation and execution. As a result, the role of leaders is to motivate and inspire. On the other hand, the managers have roles to coordinate, plan and organize. Richmond (2008:8) points out, “As leaders seek to engage and inspire others to accomplish their organization’s objects, they rely on a broad spectrum of abilities, such as:

  • Making good decision in ambiguous conditions
  • Communicating and pursuing a clear vision
  • Building effective working relationships
  • Making full use of each person’s abilities
  • Being adaptable and open to change and helping others do the same
  • Tolerating, even inviting, healthy disagreements and conflict.”



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Diverse Leadership Models



There are diverse leadership models, such as situational leadership and transformational leadership. Situational leadership requires supervision, directing, supporting, delegating and coaching workers in order to develop their performers.


In his “On Becoming a Leader” book, Bennis (2009) composed a list of the differences:

  • The manager administers; the leader innovates.
  • The manager is a copy; the leader is an original.
  • The manager maintains; the leader develops.
  • The manager focuses on systems and structure; the leader focuses on people.
  • The manager relies on control; the leader inspires trust.
  • The manager has a short-range view; the leader has a long-range perspective.
  • The manager asks how and when; the leader asks what and why.
  • The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
  • The manager imitates; the leader originates.
  • The manager accepts the status quo; the leader challenges it.
  • The manager is the classic good soldier; the leader is his or her own person.
  • The manager does things right; the leader does the right thing.



            PROF. ABBA HAILEGEBRIEL GIRMA, PhD, EdD  Copyright © 2010 - 2021 All Rights Reserved