SYSTEMIC THINKING IN EDUCATIONAL LEADERSHIP: TO WHAT EXTENT DO EDUCATIONAL LEADERS DEMONSTRATE SYSTEMIC THINKING AND TRANSFORMATIONAL LEADERSHIP BEHAVIORS?

Abstract

Leadership is contextual and requires educational leaders in public schools to both comply with sweeping political changes and be the catalyst for consistent positive improvements in service to children. The hypothesis of this study is that educational leaders who are demonstrating transformational leadership behaviors are utilizing systemic thinking to make decisions. Scholars who have examined systemic thinking approach argue that it is an engine for dramatic improvements in both organizational function and consistent, productive growth. This study seeks to answer the question: To what extent do educational leaders demonstrate systemic thinking and transformational leadership behaviors? Using observations and interviews, this qualitative study will examine educational leaders understanding of systemic thinking as a approach, their decision-making process, and the relationship between systemic thinking and transformational leadership behaviors. This study will explore potential connections between systemic thinking and transformational leadership behaviors. Implications for practice may include professional development and training in systemic thinking as it relates to a school leader’s intense decision-making process, as well to what extent that this study shows a positive relationship between systemic thinking pursuant to transformational leadership behaviors.