Scenario A

• In the spring the new Dean must address, for the first time, the assignment of teachers to specific classes and/or grade levels for the coming year.
• Dean Way studies the course (or grade level) assignments for a couple of weeks and then posts them on the schedule board in the faculty lounge.
• She then calls each teacher into her office for a private conversation with the intent to convince the teacher that his/her respective assignment is the best for the school.
• For the few teachers who complain, Dean Way offers incentives (e.g. released time) to convince the teacher that the assignment is appropriate.

1. Is the leadership in the scenario transactional or transformational?
2. Why (what evidence) do you see that supports your conclusion
3. If you decided it was transactional, what aspects of leadership could the principal change that would move the leadership style from transactional to transformational?

Scenario B

• Dean Visual really wants to improve the school's mathematics achievement scores on the state test.
• He calls a special faculty meeting in September to discuss his vision for the math program.
• Dean Visual shares with the faculty a PPT presentation describing in detail the school math achievement data and explaining why the math program must change.
• When he asks for teacher volunteers from all content (or grade levels) to serve on a task-force to design a plan to reach the vision, no teachers volunteer.
• Dean Visual decides on the spot that the only way to move forward is to assign the task-force members, so he indicates that he will make those assignments next Monday if he does not have six volunteers between today and Monday.
• Dean Visual concludes the meeting by saying that he believes those who step up and serve will truly become key leaders in the school over the next two or three years because of the impact they will make on the school's achievement scores.

1. Is the leadership in the scenario transactional or transformational?
2. Why (what evidence) do you see that supports your conclusion

If you decided it was transactional, what aspects of leadership could the principal change that would move the leadership style from transactional to transformational?

Scenario C

• Dean Care recently learned about the importance of school culture at the state's leadership institute and led a discussion with her faculty about what a caring, collaborative culture looks like in a highly successful school and provided a reading and encouraged her teachers to read and discuss the reading in the professional groups.
• She obtained permission to use a culture instrument and asked teachers to complete the 36-item survey and return their responses to the school secretary by the end of the week.
• 32 of the 56 teachers returned completed surveys by Friday afternoon.
• Over the weekend, Dean Care sent an email to all teachers. She indicated that she did not know who had or had not responded since the survey was anonymous, but reiterated the importance of the faculty's upcoming analysis of the school's culture and encouraged those who might not have responded to take time to respond before next Wednesday's faculty meeting discussion.
• By the Tuesday afternoon, 52 of 56 teachers had responded. She computed the results Tuesday night.
• Dean Care opened the faculty discussion on Wednesday by thanking those who took time to respond and expressing understanding for those who did not because she knew everyone on the staff was busy and feeling overworked.
• She divided the faculty into small groups of 5-6 teachers, distributed the survey results, and asked the faculty to discuss what they learned from the data that informed their school improvement plan for next year.
• As the small groups shared their discussions, she typed their thoughts on the projector and facilitated the discussion.

1. Is the leadership in the scenario transactional or transformational?
2. Why (what evidence) do you see that supports your conclusion
3. If you decided it was transactional, what aspects of leadership could the principal change that would move the leadership style from transactional to transformational?