0.4 Leonard, n., & Jones, a. (july 2009). synergistic leadership  (Page 2/4)

External Forces: Operationally defined as factors that are outside the organization and not controlled by the leader of the organization (Irby, Brown, Yang, 2009).

Literature review

Organizational structure

According to SLT, organizational structure includes promoting nurturing and caring, rewarding professional development, and valuing members of the organization (Irby, Brown, Yang, 2009). Dispersing power within an organization is a portion of the SLT model and has been the focus of studies on women in leadership. In a study of six female leaders, Muller (1994) investigates empowerment as a leadership component. The female leaders in the study empowered others by fostering individual growth and creativity and recognizing the growth potential of others. The leaders in the study did not demonstrate a desire to have individual power but instead a desire to foster a powerful environment by empowering those around them. These female leaders empowered the organizational structure of the work environment by strengthening and valuing individuals which lead to greater successes of their organizations.

Eagly (2007) examines the changing leadership needs in today’s climate of work force diversity, complex relationships, and internal and external interdependency. According to Eagly, traditional ways of managing are being challenged and approaches to leadership which are typically observed by female leaders were examined. The ability to communicate, collaborate and form networks are valued more in today’s work culture. These attributes which are traditionally attributes of female leaders, have lead to a greater acceptance of females in leadership positions. The holistic culture of organizations to communicate, problem solve and collaborate has lead to a progression of a gender inclusive approach to leadership. Although Eagly’s study is not focusing on SLT, its findings support the structure of SLT and the basic premise of the recognition of gender inclusive leadership styles.

Leadership behavior

Depending upon the concern, female administrators may demonstrate leadership behaviors along a continuum ranging from autocratic to collaborative decision making. Along this continuum, inclusive, nurturing and task-oriented behaviors are characteristic of synergistic leadership theory. In 2008, the Aldine Texas Independent School District ( http://www.aldine.k12.tx.us/index.cfm ) received recognition for academic excellence in urban education under the direction of Superintendent, Wanda Bamberg. Described as a visionary with high expectations, Bamberg uses a team approach to address the challenges in her school district. Student advisory groups, teachers, building level and district level administrators are assigned specific tasks to achieve Aldine Independent School District goals (Pascopella, 2008). Receipt of national recognition for student achievement despite obstacles experienced in an urban environment is evidence of effective leadership.

Grogan (2005) in a study on female superintendents reported that women enjoy teaching and view themselves as educational leaders that affect student learning . The Maryland State Department of Education Superintendent Nancy Grasmick demonstrates leadership behaviors focused on student needs and teacher development at the classroom level. Grounding the decision making process is the yearly school visit goal of approximately 100 schools. State Superintendent Grasmick reported that tough decisions are made easier with the thought of doing what is right for her 900,000 students (Chase, 2006).