-
1
TRANSFORMATIONAL LEADERSHIP AND TRUST BUILDING
IN A HONG KONG PRIMARY SCHOOL:
A CASE STUDY
A dissertation presented
by
Tsung Lai Fun Maggie
to
The School of Education
In partial fulfillment of the requirements for the degree
Doctor of Education
in the field of Education
College of Professional Studies
Northeastern University
May 2020
-
2
Abstract
The transformative educational reform that has impacted Hong
Kong, especially since the start of
the second millennium, has prompted changes at every school
level. Much attention has centered
on ways school leaders can effectively manage policy making and
professional development to
meet the challenges arising from the wave of education reforms.
This dissertation investigated
how a highly respected Hong Kong primary school leader uses the
four attributes of
transformational leadership--idealized influence, inspirational
motivation, intellectual
stimulation, and individual consideration---to build trust with
her team members and to facilitate
trust building among the team members themselves. The main
research question guiding this
case study is to what extent does the use of transformational
leadership factor into faculty trust-
building at a premier primary school in Hong Kong? The four
sub-questions considered explore
ways the principal’s behavior results in her being perceived as
a role model for the team
members to facilitate trust building, the ways she inspires and
motives team members, how she
actually facilitates trust building, and how she displays
consideration and concern for her team
members. Major findings revealed that the principal’s
transformational leadership practice was
largely responsible for the school’s high level of
effectiveness.
Keywords: transformational leadership, trust building,
COVID-19
-
3
Acknowledgements
Leadership styles are the patterns of behaviors leaders adopt in
the process of directing the
efforts of subordinates towards the achievement of
organizational goals.
The doctoral program at Northeastern University has broadened my
horizons on school
leadership. I would like to express my heartfelt gratitude and
love to a number of people who
helped bring this research study to fruition.
Respectful gratitude is paid to Dr. Lynda Beltz, my dissertation
advisor. She persevered
with patience, understanding, and expertise through my research
journey. Her ongoing support
and guidance are highly appreciated. A debt of gratitude is also
owed to Dr. Kristal Clemons and
Dr. Leslie Hitch for their assistance, profound reflections, and
constant encouragement.
A special thank you goes to Dr. Lee Sebastiani, for proofreading
this work. My gratitude
is also extended to the principal and teachers of RPS, the
target primary school in this research
study. Without the generous support of the principal and her
team, I could not have collected
good data and this study would not have been successful.
I would like to acknowledge my husband, who has offered
continual encouragement and
support, not only during the completion of this thesis but also
over the course of my career.
Without him, I would not be able to perform the role of a
principal nor commit the additional
time needed to study and further my learning.
Finally, this thesis is dedicated to the memory of my parents,
who inspired me to embrace
life to the fullest without regrets and encouraged me to
persist.
-
4
Table of Contents
Abstract 2
Acknowledgements 3
Table of Contents 4
Chapter 1: Introduction to the Study 8
Education in Hong Kong 8
Types of schools in Hong Kong 8
Education Reform in Hong Kong 10
Statement of the Problem and Significance 12
Transformational leadership in schools 12
The Hong Kong school principals 15
Purpose of Study 16
Research Questions 16
Target School for the Research 17
The Principal of the Target School 18
Background of Principal Lee 19
Principal Lee’s leadership style 19
My encounter with Principal Lee 21
Theoretical Framework 22
Positionality Statement 23
My background 23
Numerous positionalities 23
Key roles as a school principal 24
-
5
Positionality statement 25
Definition of Terms 25
Summation 27
Chapter 2: Literature Review 29
Transformational Leadership 29
Idealized influence 32
Inspirational motivation 32
Intellectual stimulation 33
Individualized consideration 34
Significance of transformational leadership theory 35
An Overview of Trust 37
Attributes of trust 39
Research in Transformational Leadership and Trust in the School
Context 40
Cognitive trust 40
Affective trust 41
Research on school leadership and trust 42
Key Activities of Transformational School Leaders in School
Context 44
Trust-Building by Transformational School Leaders in School
Context 46
Significance of this Case Study Research 47
Summation 48
Chapter 3: Research Design 51
Research Methodology 51
Research Participants 53
The principal of the target school 53
-
6
Major participants in the target school 54
Demographics 55
Data Collection 55
Timeline 55
On-site Visit 57
Observations 58
Interviews 61
Data Storage and Confidentiality 64
Data Analysis 64
Trustworthiness: Triangulation 65
Summation 65
Chapter 4: Findings 66
Research Questions 66
Data Collection 66
My 2 Weeks Conducting the Case Study at the School 68
Findings from Interviews, Observation, and School Documents
70
Summation 106
Chapter 5: Discussion and Analysis 109
Addressing the Research Questions 109
Main Research Question: Transformational Leadership 110
Subquestion 1: Idealized Influence 114
Subquestion 2: Inspirational Motivation 117
Subquestion 3: Intellectual Stimulation 122
Subquestion 4: Individualized Consideration 125
-
7
Trustworthiness of the Data 129
Limitations 129
Influencing Current Educational Practices 131
Recommendations for Future Research 132
Transformational Leadership in the time of COVID-19 133
Conclusion 134
References 138
Appendix A: Invitation to Participate in the Research 165
Appendix B: Unsigned Informed Consent Form for Interview 167
Appendix C: Interview Script 171
List of Tables
Table 3.1 Participants’ Demographic Information
.....................................................................
55
Table 3.2 Timeline of the Research Procedures
..........................................................................
56
Table 3.3 Distribution of activities, meetings and observations
during the on-site visit...............58
-
8
Chapter 1: Introduction to the Study
At the turn of the second millennium, there are changes in
different parts of the world
arising from the influence of globalization, competition, and
social-economic demands. These
changes include a wave of transformative educational reform. One
focal point of this wave of
reform is the city of Hong Kong (Cheng, 2005; Cheng, 2019;
Cheng, Chow, & Mok, 2004). In
Hong Kong, apart from their usual responsibilities of school
management, school leaders have
had to face numerous problems and challenges, both internal and
external. Besides fulfilling their
main teaching roles, teachers in schools are often required to
take up extra duties and workloads
related to school management, curriculum development, school
promotion, and all kinds of
school-based projects. They have to interact with parents, work
with consultants, and, in the case
of experienced teachers, are often required to mentor new
teachers. These tasks often demand
extra time and energy (Cheng, Chow, & Tsui, 2001; Cheng, Ng,
Cheung, Choi, Tang, Yuen, &
Yuen, 2009). In such a context of swift changes, how school
leaders can effectively manage
policy making and professional development to meet those
complications arising from the wave
of education reforms is a critical concern to school leaders,
particularly in Hong Kong (Cheng et
al., 2004; Cheng, et al., 2009).
Education in Hong Kong
Types of schools in Hong Kong. The education system in Hong Kong
has been closely
modeled after United Kingdom’s. Hong Kong was governed by
Britain from 1841 to 1997,
before it was handed back to China. In Hong Kong, the Education
Bureau (EDB) is the
government board responsible for implementing, developing,
formulating, and reviewing
policies and programs and legislation regarding all educational
policies from kindergarten to the
tertiary level, and overseeing all schools in Hong Kong. There
are 9 years mandatory schooling:
-
9
Primary One to Six in the primary school setting, and Secondary
One to Three in the junior
secondary school setting. Before attending primary schools, a
majority of students attend 3 years
in the kindergartens (K1-K3). The school types in Hong Kong can
be divided into three major
groups: (a) government schools (administered and fully-funded by
the government); (b) aided
schools (usually administered by voluntary bodies but adhering
to the EDB’s principles for
financial management), and; (3) private schools (mostly run by
different organizations, having
more autonomy from the EDB in financial management, and their
admission of students is more
often decided by criteria such as academic merit and social
affiliations). Besides these groups of
schools that follow the curriculum set by the EDB, there are
also private international schools in
Hong Kong that have education principles and curriculum
different from those of the EDB. In
spite of that, 6 years of free primary education is provided for
all residents in Hong Kong.
Aided primary schools in Hong Kong. According to statistics
provided by the EDB, in
the academic year 2018-19, there were altogether 587 primary
schools in Hong Kong, and they
are categorized as government, aided, direct subsidy, private,
and international primary schools.
Aided primary schools plays an important part in the Hong Kong
public education system as
they comprise 70% among the 587 primary schools in Hong Kong.
Most of their funding and
administrative mechanisms are regulated and protected by the EDB
in accordance with the
Education Ordinance, which aims at promoting education in Hong
Kong, consolidating and
amending the law relating to the supervision and control of
schools and the teaching therein, and
related purposes. They are generally run by nonprofit
school-sponsoring bodies, with
government subsidies based on the total number of students and
classes. As their funding is
supported by the government, the appointment of the teaching
staff is also subject to government
regulation and supervision. In addition, the employment terms,
including staff benefits and
-
10
salaries, are also subject to EDB regulations. Thus, all
teaching staff in aided schools should
fulfill the requirements laid down and approved by the EDB. The
salary of teaching staff is
adjusted according to the EDB guidelines and seniority following
the government pay scale in
Hong Kong, as its finance and administration are regulated and
supervised by the EDB.
Moreover, all aided primary schools are subject to the
supervision of the Incorporated
Management Committees (IMCs), each of which is comprised of a
group of directors and
managers that act as the school board. The Education Ordinance
stipulates that the main function
of the IMC is responsible for formulating the education policies
accomplished with the vision
and mission set by the sponsoring body, and to ensure that the
mission and vision are carried out
well for the school. The IMC is also required to assure that the
education of the students, school
planning, and school improvement is uphold properly.
Education Reform in Hong Kong
In terms of scope and intensity, the accumulative educational
influences leading to
change were overwhelming (Education Commission, 2000); education
reform over the world,
including Hong Kong, continues today. The scope of the education
reform covers the admission
systems for various stages of education, the assessment
mechanisms, and curriculum (Education
Progress Report, 2002, 2003, 2004, 2006).
The core of the education reform focuses specifically on
pursuing quality performance in
the development of the curriculum, as well as teaching and
learning. This is based on the
fundamental requirements of the basic curriculum. Schools are
advised to build on the basic
curriculum in developing their individual school-based
curriculum. Modifications may include
re-adjusting learning goals; re-organizing content; revising
learning, teaching, and assessment
methods; and adding optional studies, to suit the unique needs
of schools, with on-site
-
11
professional support provided by the EDB. The EDB also
supervises the implementation of
educational programs in Hong Kong and assesses the effectiveness
of school development. It
also sends professional educators to provide on-site individual
support to schools based on their
needs, to lead or to train teachers in various programs that
facilitate school development. It
expedites sharing amongst teachers, and disseminates resources
and successful practices.
In addition, Quality Assurance for Schools was introduced by the
EDB in the 2003-04
academic year. This mandated program identified evidence-based
school self-evaluation (SSE)
as an indispensable element for school improvement in Hong Kong.
To implement this, the EDB
has launched the External School Review (ESR) and School Self
Evaluation (SSE) as an overall
school evaluation process for every school in Hong Kong. The
SSE, integrated with External
School Review (ESR) and school inspections, facilitates schools’
self-improvement by
establishing a precise Planning-Implementation-Evaluation
(P-I-E) cycle, ratifying the overall
school accomplishment in the SSE and providing professional
advice for school enhancement.
These two measures were instituted to help schools valuate their
own performance, assure
accountability for the public, and facilitate schools’
self-development (Quality Assurance
Division, 2006).
Furthermore, the Territory-wide System Assessment (TSA), a
policy which is conducted
at Primary Three, Primary Six, and Junior Secondary Three at the
territory level, facilitates
assessment by providing schools with objective data on the
performance of students in
Mathematics, English Language, and Chinese Language from Primary
Three to Junior
Secondary Three. Based on the results provided in the TSA
reports, schools and teachers can
verify the Basic Competencies of their students, their strengths
and weaknesses. Schools and
teachers can thus design various enhancement plans for students
to improve their performance
-
12
and to accommodate their learning differences; this is all done
in connection with attempts to
judge the overall effectiveness and successful performance of
schools.
Hence, because of the continuous challenges that Hong Kong
schools are facing
regarding school performance, school leaders are considered to
be the most important ones that
must be at the forefront of school improvement efforts
(Leithwood & Jantzi, 2000; Finnigan,
2010). Thus, the leadership practices and approaches that school
leaders present in schools are
significant in enhancing students’ overall performance and
realizing their ultimate school vision
(Barnett & McCormick, 2004; Chen, Lin, Lin, & McDonough,
2012).
Statement of the Problem and Significance
Schools in Hong Kong have been facing endless complicated and
fast-paced educational
reforms that have never been experienced before (Cheng &
Walker, 2008). All areas of
education seem to have been targeted by a perpetual stream of
education reforms. Such
initiatives have been underscored by the expanded demands that
they have been placing on
schools, principals, and teachers (Hallinger & Lu, 2014;
Hallinger, Lee, & Ko, 2014).
Simultaneous internal and external pressure has exhausted most
frontline educators. In addition,
schools are facing extraordinary force from the swiftly changing
outside conditions and the
needs of an ever-evolving universal economy (Hechanova &
Cementina-Olpoc, 2013; Walker &
Ko, 2011). This is pressuring schools to develop competitive
skills (Park & Jeong, 2013;
Tschannen-Moran, 2003, 2004, 2009; Uddin, 2013), as well as
requiring principals to be ready to
take on modern leadership roles.
Transformational leadership in schools
Research regarding school effectiveness has shown that school
leadership is one of the
key elements in successful school reform (Bush, 2008; Chen,
Tang, Jin, Xie, & Li, 2014; Gilley,
-
13
McMillan, & Gilley, 2009; Hallinger & Lu, 2005;
Leithwood & Jantzi, 2005, 2006, 2008); and
research has also identified transformational leadership as one
of the key modes to uplift
effectiveness in teaching and learning, quality school
education, and facilitating school reform
(Fullan & Stiegelbauer, 1991; Hallinger, 2003, 2005;
Jovanovica & Ciricb, 2016; Leithwood &
Jantzi, 2005, 2006, 2008; Robinson, Lloyd, & Rowe, 2008).
According to James MacGregor
Burns (1979), transformational leadership is a series of actions
in which leaders and followers
assist one another to achieve to a considerable higher level of
morality and motivation. In
addition to acting as role models who challenge and inspire
followers to take greater ownership
for their work, transformational leaders bring about positive
change in their followers with the
goal of advancing them into leaders as well through a variety of
mechanisms. These mechanisms
include uniting the sense of identity of the followers, and the
collective identity of the school
goals, to optimize their potential and capability (Forsyth &
Adams, 2014; Hamstra, Van Yperen,
Wisse, & Sassenberg, 2014). Hence, transformational
leadership is, at its core, a participatory
process of creative collaboration and transformation for mutual
benefit between school leaders
and followers. Transformational leadership involves recognizing
that an accumulation of small
actions, gestures, and even casual words, will influence
relationships in schools (Capra & Luisi,
2014; Elliott, 2013). The development of effective
transformational leadership is central to the
followers’ trust in leaders (Jung & Avolio, 2000; Kark,
Shamir, & Chen, 2003; Li, Hallinger, &
Walker, 2016; Mitchell, Ripley, Adams, & Raju, 2011) as
trust is consistently employed as a
metric of social exchange between leaders and followers (Kolanc,
2011; Reina, Reina, &
Hudnut, 2017; Schaubroeck, Lam, & Peng, 2011). Lack of trust
may lead to low innovation, and
ultimately impair receptiveness to changing conditions
(Hallinger et al., 2014; Li, Hallinger &
Walker, 2016; Weiherl & Masal, 2016). Therefore, a trustful
relationship can enhance
-
14
collaboration between team members, increase team cohesion, and
improve the work
performance of individuals (Bradach & Eccles, 1989; Daniels,
Hondeghem, & Dochy, 2019;
Hallinger & Lu, 2014; Pfeffer, 1994; Powell, 1990).
In sum, it is critical to construct a trustful team-building
environment by adopting
transformational leadership. High trust between leaders and team
members can lead to a more
engaged and committed workforce. This leads to a
higher-performing team that is more likely to
inspire the best from its members, gain the support needed for
success, and enhance
collaboration between team members (Bradach & Eccles, 1989;
Jovanovica & Ciricb, 2016;
Hallinger & Lu, 2014; Ho, 2007; Pfeffer, 1994; Powell,
1990). In addition, studies based on
examining transformational leadership showed that this style is
positively related to motivation,
commitment, professional growth, school culture and student
achievement (Arachchi, 2012;
Anderson & Sun, 2015; Griffith, 2004; Kruger et al., 2007;
McCarley, Peters, & Decman, 2014;
Sekaran & Bougie, 2010). It is thus worthwhile to find out
how school leaders can best build
trust with the team and facilitate trust-building between team
members by adopting
transformational leadership.
School leaders. In general, the main role of school leaders is
to promote school reform
and they are also the key to successful school reformation
(Datnow & Castellano, 2001; Tims,
Bakker, & Xanthopoulou, 2011; Uddin, 2013). Modern school
management philosophy
emphasizes both school leaders and teachers, and thus, the
interpersonal relationships within a
school are not only part of the mechanism but are also valuable
for school development (Lyons
& Schneider, 2009; Moolenaar, Daly, & Sleegers, 2010;
Moolenaar & Sleegers, 2015). To this
end, it is imperative that schools employ standard and effective
policies that can match the fast-
changing expectations of school leaders and management. A
variety of structures should be made
-
15
clear and adopted (Tschannen-Moran, 2009, 2014a, 2014b; Tse
& Mitchell, 2010), particularly
policies affecting organizational structure, labor division in
specialized fields, written
regulations, and protocols that help the schools deal with the
dimension and intricacy of their
assets and functions (Ussahawanitchakit, 2011; Van Den Akker,
Heres, Lasthuizen, & Six,
2009).
When leading schools, determining how to combine endeavors
systematically is
fundamental to effective school performance (Cameron, 2013;
Hogan & Kaiser, 2005). In
addition, trust in leadership has many implications for schools,
so leader-follower relationships
deserve attention. The role and importance of trust in the
school management context cannot be
underestimated or undervalued (Lee & Nie, 2017; Szeto &
Cheng, 2018). Hence, school leaders
who do not purposefully and consistently try to cultivate trust
and build strong connections at
every step are bound to fail or fall far short of achieving
their goals, even with the best-
determined and considerable engagement (Starke, Sharma, Mauws,
Dyck, & Dass, 2011;
Straiter, 2005). One way to accomplish this is to adopt the
transformational leadership style; this
is a unique challenge for school principals in the city of Hong
Kong.
The Hong Kong school principals
The significance of Hong Kong school principals is best
recognized in terms of their role
in the education reform. They shoulder the responsibility to
educate the young generation to
enhance economic competitiveness in the local context and focus
on public accountability and
market force. In promoting school reform, school principals can
play a crucial part in leading and
uplifting school results based on their leadership and
capabilities in school development and
management; thus, school success highly depends on the
principal’s leadership (Brownlee,
-
16
Nailon, & Tickle, 2010; Hallinger, 2003 & 2005;
Moolenaar et al., 2010; Noonan & Walker,
2008; Seong-Wung & Seung-Il, 2011).
Purpose of Study
The purpose of this study was to look at the array of practices
of one Hong Kong primary
school principal who has adopted the four attributes of
transformational leadership: idealized
influence, inspirational motivation, intellectual stimulation,
and individualized consideration
(Bass, 1985, 1999; Bass & Bass, 2008) in her management. She
has played a role in the school
being considered as exemplary; this study analyzes how her
leadership style has contributed to
her school’s reputation for excellence. It also examines how
trust building by principals can best
suit the needs of the modern school management, and how this can
contribute significant benefits
to the professional development of primary schools in Hong
Kong.
In recent years, multiple scholars have investigated leadership
and trust; yet, there are
very few studies conducted on how transformational leaders build
trust with their team members,
and at the same time facilitate trust-building among the team
members themselves (Goldman,
2000; Hu, Wang, Liden, & Sun, 2012). Therefore, this
research is significant for both me as the
researcher, who has been serving as a school leader for years,
and for other Hong Kong
educators, particularly those who are working at top management
levels.
Research Questions
This study explores a main question and four subquestions. The
subquestions address the
attributes of transformational leadership identified by Bass
(1999) and described under
Theoretical Rationale later in this chapter.
Main question: To what extent does the use of transformational
leadership factor into
faculty trust-building at a premier primary school in Hong
Kong?
-
17
Subquestion 1: In what ways does the principal exhibit behavior
that results in her being
perceived as a role model for the team members to facilitate
trust building? (Idealized influence)
Subquestion 2: In what ways does the principal inspire and
motivate her team members to
facilitate trust building? (Inspirational motivation)
Subquestion 3: In what ways does the principal stimulate her
team members to facilitate trust
building? (Intellectual stimulation)
Subquestion 4: In what ways does the principal display
consideration and concern for her team
members to facilitate trust building? (Individualized
consideration)
In sum, this study examined the current situation at a specific
target primary school in
Hong Kong to understand how the school leader adopted the
transformational leadership style to
facilitate trust building based on Burns’s (1978) and Bass’s
(1985) transformational leadership
theories.
Target School for the Research
The school has been established in the district for about 20
years. It has about 700
students in 24 classes. There are about 48 teachers plus 12
clerical and support staff. Most of the
teachers have been working in the educational field for about 3
to 15 years, and their average age
is about 33.
I chose this primary school as the research subject because it
is a prestigious school in the
New Territories in Hong Kong, known not only for its strong
leadership, but also for its
exceptional professional teaching and learning. Over the years,
this school has been invited by
the EDB to provide collegiate sharing with other schools and
teachers in disseminating
leadership practices. Teachers of the target school have
consistently received awards, including
the prestigious Chief Executive’s Awards (CEATE) presented by
the EDB, from 2005 onwards.
-
18
The CEATE award acknowledges the accomplishments of teachers who
exhibit commendable
teaching discipline and competence. In addition, it pools
together expert teachers through the
CEATE Teachers Association to expedite sharing of good teaching
practices in their teaching
profession.
In addition, the Quality Assurance process conducted by the ESR
team recognized the
continuous school development and improvement of the target
school throughout these years.
The ESR report (i.e. the written feedback provided by the ESR
team to the target school after the
quality assurance review, which identified all strengths and
weaknesses, and suggested means for
further school improvement) clearly noted that the effectiveness
of the target school’s
professional leadership was one of the keys to sustaining its
development and enhancing
teachers’ performance, and the professional knowledge and
strategies in managing the school.
The Principal of the Target School
Ann Lee, the principal (Principal Lee), has also been highly
affirmed by the EDB in the
ESR report. According to the report, she has been keeping up
with the latest trends in education,
and deploying different resources, including funding from the
EDB and support from external
professionals, to ensure a diversified teaching and learning
experience for all stakeholders, and to
enhance support for their growth and to facilitate their
whole-person development. Furthermore,
to align with the development focuses and to cater for team
members’ needs, Principal Lee also
solicits external professional support services and arranges
visits to fellow schools, to help her
teachers acquire new knowledge and broaden their horizons.
Hence, Principal Lee is often
invited by both the EDB as well as other schools to be a guest
speaker, and to share her rationale
and strategies regarding effective school management and
transformational leadership with the
-
19
other school principals and school managers. Because she is
quite well known in the primary
school sector, her work is especially useful and valuable to my
case study research.
Background of Principal Lee
Principal Lee, an educator serving in the field of education for
nearly 30 years, is 52
years old. She started her career as a teacher in 1989 after
graduating from university, where she
majored in English and Chinese. Her first job after graduation
was as an English and Chinese
teacher at a primary school. She joined the current school 18
years ago, first as the person-in-
charge of the Chinese faculty, and then as the curriculum
development officer responsible for
designing and arranging the school curriculum at all levels.
Subsequently, she was promoted to
be vice principal, and then principal 9 years ago.
Principal Lee’s leadership style
Principal Lee’s key roles as the school principal are strategic
planning surrounding school
and staff development, managing daily operations, and
accomplishing the school’s vision and
mission with the aid of her colleagues. Bringing all staff
together to work as a team to deliver the
best service possible has always been her priority. From her
point of view, mutual
communication is important for development, and hence, she holds
regular meetings with her
team members so as to ensure that everyone embraces the same
vision, i.e. to nurture the
students to their full potential in all aspects.
As the principal, there are two main aspects of school
management that she is particularly
concerned with: school administration and curriculum
development. As Principal Lee is a person
who holds very high expectations, the curriculum development in
her school not only meets the
standard of the centralized curriculum designed by the
government, but it also builds up a special
school-based curriculum in her school, with the main focus on
the holistic growth of all students,
-
20
facilitating the all-round development of each student. In her
school, every individual staff
member has a clear role and duty to perform, and hence, there is
almost always a smooth
communication among the team, and everyone appears to be on the
same page. Hence, most of
the team members are able to extend their strengths under
Principal Lee’s leadership.
Principal Lee also tries her best to bring people’s thoughts and
ideas together, and to
implement them into projects or plans that are going to benefit
the school’s development. In
addition, she is responsible for laying out clear guidelines and
setting up policies and systems
that facilitate the management process, and to constantly
evaluate for continual school
improvement, so as to ensure that they are up-to-date. She also
has to perform an annual
appraisal of all team members to assess their work performance,
make recommendations for
promoting outstanding staff, and tailor remedial plans for those
who are deficient in their
performance. Budget planning is also a key role for her, as she
must constantly review the
financial status of each school event and daily operational
costs to maximize the effective and
appropriate use of resources.
Principal Lee came across the theory of transformational
leadership nearly 20 years ago
when she was attending her master’s degree course in management.
She was deeply impressed
by this theory because it stresses building philosophy and
reconstructing values within the
organization. Being a serving principal, she tries to apply the
theories and principles of
transformational leadership into her daily practice in
management, and she has found that such
theories do help inspire her team members to enhance their
values and personal goals through
creating a better future as a team, enhancing personal charisma,
and delegating authority to
different subordinate parties to maximize their abilities and
team building.
-
21
My encounter with Principal Lee
I first met Principal Lee when I participated in a workshop 3
years ago. Principal Lee was
invited by the EDB to share with the principals and managers of
other schools on her strategies
in team building. I found her presentation very interesting and
useful because the strategies she
adopts provided me, as a principal, new insights to lead my own
team. After the presentation, we
talked for quite a long time, sharing different aspects of the
joy, challenges, and difficulties of
managing our respective schools. Afterwards, we exchanged
contact information, and from time
to time we shared with each other our best practices in managing
our respective schools.
After one year, when I began to consider the research topic for
my doctoral thesis, I
approached Principal Lee about the idea of doing a case study in
her school. She was very
interested in my research because it was something related to
what she was trying to work out in
her management, and through my case study research, she would be
able to go in-depth into how
a transformational leader could build trust among team members
based on the four attributes—
idealized influence, inspirational motivation, intellectual
stimulation, and individualized
consideration—and to facilitate the building of a trustful
relationship between the school leader
and the team, as well as among the team members themselves. She
offered me the opportunity to
station myself at her school for 2 weeks to conduct in-depth
interviews with her and six other
teachers (two middle managers, two senior and two junior
teachers), and to observe daily
interactions between her and her staff (for instance, in staff
meetings, assemblies, and other
school activities). She was very generous and allowed me to
review school documents, such as
school plans, staff meeting agenda and minutes, ESR report,
lesson observation sheets, and a
logbook written by her, so I as an outside observer could get a
thorough picture of how she used
transformational leadership to run her school.
-
22
After obtaining oral consent from Principal Lee for doing a case
study research at her
school via a phone call, I sent her a formal invitation letter
about the rationale of doing the case
study with a suggested timeframe (see Appendix A). With a minor
adjustment of the timeframe
to best suit the schedule of the target school, I was stationed
at her school for 2 weeks during
school hours. During my stay at the target school, not only did
I conduct in-depth interviews with
Principal Lee, the two middle managers, two senior and two
junior teachers, but I also attended
the staff meetings, school activities, and school assemblies to
collect qualitative data in real-life
situations. In addition, I reviewed school plans, staff meeting
agenda and minutes, ESR report,
notes, lesson observation sheets, and the logbook written by
Principal Lee in order to investigate
the strategies that she adopts in her school to facilitate trust
building with her team. In this case
study research, I aimed at finding out from the teachers’ point
of view how trust could be built
by the principal in their job situation and their workplace
relationships.
Theoretical Framework
Burns (1978) pointed out that transformational leaders are able
to inspire individuals to
accomplish considerably higher purposes and that a leader
exhibits behavior that supports others
to develop a shared goal. His study examined how leaders and
followers collaborate with one
another.
Bass and Avolio (1994), expanding the work of Burns (1978),
identified four main
attributes in transformational leadership: (a) idealized
influence—the ability to be role models
for followers; (b) inspirational motivation—the ability to
motivate and inspire followers by
giving them meaning and challenges; (c) intellectual
stimulation—the ability to stimulate
followers' efforts to be more creative and innovative; and (d)
individual consideration—the
ability to pay special awareness to individual's needs for
accomplishment and growth.
-
23
The impact of these four attributes on trust building between
the school principal and the
team, as well as among the team members themselves, was examined
to obtain a better
understanding of how transformational school leadership was
perceived within one of the Hong
Kong primary schools.
Positionality Statement
My background
I am a Chinese, born and raised in Hong Kong. Like most
middle-aged Hong Kong
citizens, the first half of my life living in Hong Kong was
under the regime of the British
Government as the colony before 1977. It was after that year
Hong Kong was returned to China,
and under the Basic Law, Hong Kong citizens are entitled to
enjoy “One Country, Two Systems”
for 50 years. Thereafter, in the second half of my life, I have
had to adjust life back to my mother
country.
Numerous positionalities
I got married 32 years ago and am the spouse of a medical
officer and a mother of an
accountant and a veterinarian. Like most Hong Kong people, I
have had double identities, a
mother to take care of my children and also a full-time worker
throughout the past years.
The first failure in my life was getting unsatisfactory results
in my Hong Kong Secondary
School Examination (HKSEE) in 1982, resulting in the failure to
be promoted to Secondary Six
at that time. From then on, I promised myself that I could try
my best to advance my study
thereafter whenever I got the chance. Hence, after earning a
bachelor’s degree in Educational
Management, I was awarded three master’s degrees in Language
Studies, Education, and
Translation. As a life-long learner, I believe everyone has to
obligation to upgrade themselves in
-
24
different aspects so as to keep abreast with societal changes.
Years after, I decided to enhance
myself by pursuing a doctoral degree which is a big dream in my
academic path.
Working in the field of education as a teacher was my only dream
since childhood, and I
am so lucky to be able to serve in the field in which I am
totally devoted in my career path. I
have been serving in the field of education for about 30 years.
I started my career as an English
and Music teacher at the beginning, then was promoted to be the
panel head of the English
department, after that the curriculum development officer who
was responsible for designing and
arranging the curriculum for the school in all levels, then the
vice-principal, and ultimately
principal in two different primary schools, one in Hong Kong and
the present one in Shenzhen,
China, in the past 12 years.
Key roles as a school principal
My key roles as principal at the school include strategic
planning surrounding school and
staff development, management of the school’s daily operation,
and accomplishment of the
school’s vision and mission with the aid of my colleagues.
Bringing all staff together and
working as a team has always been my priority so as to deliver
the best service possible. Mutual
communication is one of the important aspects when it comes to
development in my point of
view. I hold regular meetings with my colleagues and parents to
ensure that everyone embraces
the same vision and is on the same boat. I try very hard to
bring people’s thoughts and ideas
together and to build these into projects or plans that are
going to be beneficial to the school
development as an entity. In addition, I am responsible to lay
out clear guidelines or set up
policies and system to facilitate the management process. These
require constant evaluation for
continual school improvement and to ensure that they are
up-to-date with the current situation.
Budget planning is also my key role in being the principal. I
need to constantly review the
-
25
financial status for each school event and daily operational
cost to maximize the effective use of
resources in the most appropriate way.
Positionality statement
As school principal, all of the fore-mentioned duties are aimed
at encouraging the all-
round development of our students. To achieve this, every
individual staff member should have a
clear role and duty to perform, to ensure everyone is on the
same page and is able to deliver their
own talents with minimal boundaries in a considerate, harmonious
work environment. Hence, to
conduct a case study research on transformational leadership and
trust building in one of the
Hong Kong primary schools enables me to examine how the
leadership style adopted by the
target principal facilitates trust building with team members
from the perspective of a third party
in-depth. Coupled with my own experiences, this was a positive
addition, in that it serves as a
valuable reference for improving overall school management by
the principal.
Definition of Terms
Words or phrases can have various meanings in different
situations. These meanings
might convey various thoughts by individuals who share common
ground at a certain point of
time, reflecting the meanings from their own perspectives,
usage, and time interval. Hence, this
study established and maintained definitions for the terms
below, making the definitions more
understandable in this specific context.
Affective-based trust. This represents a kind of reciprocal
care, consideration, and
sentimental connection in the way that one is confident in
another by means of the perception
engendered through the degree of care and consideration that one
exhibits. It is more sentimental
than analytical (McAllister, 1995) and is interdependent on a
partner, based on sentiments
(Gilstrap & Collins, 2012; Johnson & Grayson, 2005).
-
26
Cognitive-based trust. The basis of it is cognitive
interpretation (McAllister, 1995) that
will be proportionally high when recurrent communications allows
other parties to know,
recognize, and anticipate the processes and patterns of the
interaction (Hite, 2005). It represents
the beliefs of individuals about others’ required skills and
knowledge, reliance, and efficiency. It
is related to the act and fulfillments of dealing with a partner
directly and is often developed
based on the substantiated reliability of individuals (Csorba,
2004; Goodwin, Whittington,
Murray, & Nichols, 2011; McAllister, 1995).
Idealized influence. This is the sentimental element of
leadership used to describe
leaders who have extensive and profound influence on their
followers. It signifies the leaders’
powerful communal charisma and strong determination, and their
focus on the higher order
needs and ethical proposition of the followers (Bass, 1985).
Individualized consideration. Leaders consider their followers
individually and
empower them to develop their potential to the full. The leaders
also provide their followers full
support both socially and emotionally, and individualized
consideration is given to mentor,
coach, advise, encourage and support the followers’
actualization and satisfaction (Bass, 1985).
Inspirational motivation. Leaders inspire and incite their
followers to achieve desirous
aims that might seem to be impossible by engaging them with
nonintellectual, sentimental
attributes to the influence mechanism. It marks the pleasing
behavior of the leaders to the
followers by asserting their creative thoughts and tackling
thought-provoking dilemma (Bass,
1985).
Intellectual stimulation. Leaders appeal to the intellects and
intuitions of their followers
by evolving their consciousness and resolution of problems in
terms of conception, assumption,
and values from a most thoughtful and rational perspective. It
uses the leaders’ behaviors to
-
27
energize their followers by projecting a positive future,
highlighting determined goals, and
conveying an exhilarating creativity (Bass, 1985).
Transformational leadership. This is a series of action in which
leaders and followers
assist one another to achieve to a higher level of morality and
desire (Burns, 1978).
Transformational leaders direct their followers to act beyond
personal interests, prioritize
organizational achievement, and stimulate their intellectual
talents. They encourage them to
acquire new knowledge and skills in doing their work (Bass,
1985), to improve their
performance ultimately (Bartram & Casimir, 2007; Bass,
1985).
Trust. This is a central part of all human relationships that
relies on the understanding of
expertise and goodwill of the leaders (Coleman, 2012). It is
also a willingness to rely on others
and having the confidence that others will reciprocate if one
collaborates (Mayer, Davis, &
Schoorman, 1995).
Summation
Transformational leadership theory is significant for leaders of
the schools to shape
shared vision, mentor leaders of the future, foster
transformation in others, and act with high
ethical and moral excellence. Bass’s (1985, 1999) four
attributes—idealized influence,
inspirational motivation, intellectual stimulation and
individualized consideration—are aspects
of modeling, stimulating, inspiring, motivating, developing,
facilitating and fostering creativity
among the team at schools. As there are very few studies that
have connected transformational
leadership and trust building in the primary school context, or
how transformational leadership
can lead to trust building, particularly in Hong Kong, it is
worthwhile to take a look at one
primary school in Hong Kong and to examine how the principal has
had great success in
adopting transformational leadership in building trust with her
team members and among the
-
28
team members themselves with these four attributes, to showcase
their strengths in order to
promote school performance in and bring school development to a
higher achievement level
(Bradach & Eccles, 1989; Fukuyama, 1995; Powell, 1990;
Uddin, 2013; Weiherl & Masal,
2016).
To this end, this is a study of an exceptional primary school in
Hong Kong and how
Principal Lee, the school’s highly respected leader, has used
transformational leadership to
facilitate trust building between the school leader and the team
that has caused the school to be
considered exceptional in its outcomes for students, and a model
for other schools in Hong
Kong. I hoped to discover how this leadership style facilitates
trust building within the team,
how it helps build trust among the team members, and how it can
benefit other schools in China
or Hong Kong as a management reference for educators and school
leaders.
-
29
Chapter 2: Literature Review
The purpose of this study was to discover how transformational
leadership can suit the
needs of modern school management, facilitate school leaders in
trust building among their team,
and benefit the development of primary schools in Hong Kong or
in other areas. By
understanding how a school leader manages a Hong Kong primary
school, other school leaders
in Hong Kong adopting transformational leadership can formulate
a policy that creates a
practical, democratic, and mutually trusting environment.
This study explores the main research question and the following
four subquestions:
Main question: To what extent does the use of transformational
leadership factor into
faculty trust-building at a premier primary school in Hong
Kong?
Subquestion 1: In what ways does the principal exhibit behavior
that results in her being
perceived as a role model for the team members to facilitate
trust building? (Idealized influence)
Subquestion 2: In what ways does the principal inspire and
motivate her team members to
facilitate trust building? (Inspirational motivation)
Subquestion 3: In what ways does the principal stimulate her
team members to facilitate trust
building? (Intellectual stimulation)
Subquestion 4: In what ways does the principal display
consideration and concern for her team
members to facilitate trust building? (Individualized
consideration)
Transformational Leadership
Transformational leadership theory began with Burns in 1973 when
he first introduced
this concept in his expository study on political leaders.
According to his explanation,
transformational leadership is a process through which leaders
and followers enable one another
to accelerate integrity, motivation, and incentive to higher
levels (Burns, 1978). Burns (1978)
-
30
also distinguished between transactional and transformational
leadership (Burns, 1978, 2010).
Transactional leadership is defined by a sensitive eye for
chances, and a good hand at
negotiating, influencing, and interchanging (Burns, 1978), and
it appears when one takes the first
step to contact another to interchange for valued things (Burns,
1978, 2010).
Burns (1978) further interpreted ways to measure the
effectiveness of these two
leadership theories and demonstrated their influences on
followers’ motives and performance at
work. Burns (1978) claimed that the theory of transformational
leadership inspires leaders to be
authentic and credible and influences them to motivate followers
in a suitable manner. Hence,
the rewards of transformational leadership have been widely
certified by researchers (Judge &
Piccolo, 2004; Luyten & Bazo, 2019; Mitchell, Kensler, &
Tschannen-Moran, 2015; Robinson,
Lloyd, & Rowe, 2008; Simola, Barling, & Turner, 2012;
Tang, 2011; Uddin, 2013;
Ussahawanitchakit, 2011; Walumbwa & Hartnell, 2011).
In the last 30 years, a number of researchers have scrutinized
the direct influences of
transformational leadership on the work outcomes of followers,
including their job performance,
inventiveness, and citizenry behaviors in the organization
(Burke, Sims, Lassara, & Salas, 2007;
Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam,
1996; Tschannen-Moran, 2004,
2009, 2014). In recent years, researchers in leadership have
attempted to extricate the
psychological mechanisms that underlying these connections
(Avolio, Zhu, Koh, & Puja, 2004;
Walumbwa & Hartnell, 2011). Transformational leaders
influence, strengthen, instill, and
motivate followers to initiate changes that help shape the
forthcoming success of the
organization by setting examples at the managerial level through
substantial insights of corporate
perception, ownership of followers, and independency in the work
environment (Bass, 1985,
-
31
1998; Hallinger, 2003, 2005; Hanaysha et al., 2012; Hechanova
& Cementina-Olpoc, 2013;
Seong-Wung & Seung-IL, 2011).
Following the 1980s, transformational leadership has been a
leading topic of discussion
among those who research Western leadership theory. With the
origin of transformational
leadership in leaders’ personal merits and beliefs (Hoy &
Miskel, 2005), it was defined as an
approach based on the abilities of the leaders to change the
organizational direction and culture,
and enhance coworkers’ trust in the organization (Hoog,
Johansson, & Olofsson, 2007; Long et
al., 2014; Krishnan, 2012). The endeavors of transformational
leaders go well beyond the
satisfaction of basic needs (Finnigan, 2010; Heck &
Moriyama, 2010; Schwepker & Good,
2010). Not only do they attempt to engage subordinates, they
also empower and inspire their
followers to gratify their higher needs, self-respect, and
self-actualization (Hackman & Johnson,
2009; Louis, Dretzkea, & Wahlstrom, 2015). During the
interaction between leaders and
followers, the scope of values and collective good will be
broadened and their motivation and
morality will be raised (Bass & Avolio, 1990; Hoy &
Miskel, 2005; Kuhnert, 1994; Northouse,
2007, 2013).
Characteristics of transformational leadership. Bass and Avolio
(1995) identified
behaviors that distinguish transformational leaders. They employ
idealized influence,
inspirational motivation, intellectual stimulation, and
individualized consideration to promote
reachable ultimate goals (Marks & Printy, 2003; Long et al.,
2014). Transformational leaders
support and recognize their followers on an emotional level,
through which leaders share their
dedication.
-
32
Idealized influence
Idealized influence provides a high ethical behavior model,
encourages pride, and
pursues trust and respect. Leaders employ idealized influence by
exhibiting behaviors that are
widely appreciated in society, including exemplary ethical and
altruistic behaviors, especially
when they serve as role models (Bass & Riggio, 2005, 2006;
Sun, Xu, & Shang, 2014). With
acute foresight they can gain agreement from followers and
effectively build a vision together
(Bono & Judge, 2004; Simic, 1998; Stone, Russell &
Patterson, 2003). By using persuasive
language and action, transformational leaders stimulate the
loyalty and satisfaction of followers
in the organization (Charbonnier-Voirin, El Akremi, &
Vandenberghe, 2010; Hanaysha et al.,
2012).
Inspirational motivation
Transformational leaders also use inspirational motivation to
achieve organizational
goals. They do this by challenging their team members, conveying
confidence about prospective
goals, and providing justification for the tasks at hand. If
followers are to be motivated to
perform tasks, they need to have a strong sense of
rationale.
Transformational leaders have an influential vision and engage
followers in their vision
through their communication skills. Leaders with this attribute
use all sorts of strategies and
communication techniques to stimulate the morale of the team
(Dirani & Kuchinke, 2011;
Geijsel et al., 2003), as well as fine-tuning team behavioral
patterns that gradually help
accomplish the organizational goals (Kelly, 2003; Stone et al.,
2003; Tang, 2011). By conveying
clear expectations, transformational leaders demonstrate their
responsibility in reaching shared
goals. They also optimize the attitude of followers toward
developing a preferred vision and
-
33
inspire hope for the future, to motivate the team to achieve
their best for the organization success
(Bass, 1985; Dubrin, 2015; Geertz, 1983).
Intellectual stimulation
Transformational leaders with this attribute act as a coach or a
mentor. They
give individualized attention to the professional development of
individuals by customizing
learning opportunities based on each follower’s unique needs and
desires (Gumusluoglu & Ilsev,
2009a, 2009b; Hamstra, Van Yperen, Wisse, & Saddenberg,
2014; Hechanova & Cementina-
Olpoc, 2013). Leaders with this attribute help followers address
organizational
problems, supporting their creative and inventive solutions.
They also teach them ways to
develop innovative strategies, encourage them by implementing
their new ideas (Feldhusen &
Goh, 1995; Hamstra et al., 2014; Hu et al., 2012). Leaders
prompt the creativity and ability of
followers to think independently by encouraging them to
challenge presumptions and to have the
courage to take risks, and by soliciting their thoughts
(Eisenbeiss, van Knippenberg, & Boerner,
2008; Gholamreza et al., 2009). They consistently motivate their
followers to reexamine their
work and review old problems. They are open to others’ ideas,
even though the ideas may seem
to lack forethought at the beginning (Walumbwa & Hartnell,
2011; Yu, Leithwood, & Jantzi,
2002; Yukl, 2001).
In addition, leaders see learning opportunities as a significant
value and unforeseen
situations as chances to improve, thus helping followers develop
independent and innovative
thoughts. Leaders also inspire followers to think thoroughly
about their roles and find out ways
to accomplish their tasks with creativity (Bass & Avolio,
1999, 2003; García-Morales, Jiménez-
Barrionuevo, & Gutiérrez-Gutiérrez, 2012; Finnigan, 2010).
Thus, this leadership style helps
strengthen the problem-solving ability of followers by
encouraging objective solutions to
-
34
problems and by altering perceptions of the problems themselves
(Bono & Judge, 2004; García-
Morales et al., 2012; Lam, 1996; Kelly, 2003). Transformational
leaders with this attribute are
willing to persuade their followers to spend more time on
professional development and training,
to enhance their skills and knowledge, to widen their scope with
a variety of experiences, and to
build up an innovation-oriented climate in the organization
(Brownlee et al., 2010; Chen et al.,
2012).
Individualized consideration
Individualized consideration is the attribute by which leaders
consider the needs of
followers individually by acting as mentors or coaches, and by
listening to their concerns and
needs (Avolio, 1999; Bass, 1999; Overstreet, 2012). Through
individualized consideration,
leaders exhibit concern for the well-being of their followers.
They are conscious of the strengths
and weaknesses of their followers and allocate work accordingly
(Salfi, 2012; Schwepker &
Good, 2010; Tse & Mitchell, 2010).
Leaders with this attribute are empathetic and supportive. They
communicate with
followers openly, and challenge them for their personal growth
(Hussain, Talib, & Shah, 2014;
Irshad & Hashmi, 2014; Judge & Piccolo, 2004; Leithwood
et al., 1996). When leaders
recognize their followers and let them know that their
well-being is genuinely cared about, it
increases their eagerness for self-development and strengthens
their motivation (Judge &
Piccolo, 2004; Michaelis, Stegmaier, & Sonntag, 2010;
Podsakoff et al., 1990).
Moreover, transformational leaders with this attribute exhibit
confidence in followers’
capacity for innovation and recognize their contributions to the
team particularly when they
adopt new strategies in the organizational context (Hechanova
& Cementina-Olpoc, 2013;
Leithwood & Jantzi, 2005, 2006, 2008; McCarley et al.,
2014). This attribute can help leaders
-
35
create and sustain a nurturing, non-punitive atmosphere for
innovations (Bass & Avolio, 1999;
Kim, Kumar, & Kumar, 2012). In a psychologically safe
workplace where there is no fear of
being ridiculed, innovation can be encouraged (Amabile, Conti,
Coon, Lazenby, & Herron, 1996;
Bartram & Casimir, 2007). Thus, this attribute stresses the
interpersonal relationship between
leaders and followers, particularly when the leaders build a
mutual trusting relationship that
allows each member to feel valued (Kimura, 2012; Michaelis et
al., 2010; Zand, 1997).
Another important aspect of this attribute is to allow leaders
to play the role of teaching
coaches who can visualize the needs of individuals, their
weaknesses, and the differences
between each member (Chen et al., 2014). From this, leaders can
individualize each follower’s
needs and expectations, and amplify and maximize each of their
learning experiences to uncover
their fullest potential (Chekwa, 2001; Stone et al., 2003; Tang,
2011).
Significance of transformational leadership theory
A refined and broadened version of Burn (1978)’s
transformational leadership theory has
been adopted by organizations since the 1980s. Followers of
transformational leaders perceive
trust, recognition, and respect for the leaders and they are
willing to work harder than what the
leaders expected (Cheng, 2005, 2017; Covey & Merrill, 2014;
Geijsel et al., 2003; Hassan &
Ahmed, 2011). These results are achieved because
transformational leaders are able to offer their
followers more than merely working for their own benefits;
instead they equip them with an
inspirational mission and vision and provide them a very clear
role and identification in the
organization.
Drawing from Burns’s (1978) work on political leadership, Bass
(1985) further expanded
a model of transformational leadership that conceptualized
transactional and transformational
leadership as distinct but complementary scopes. According to
Bass (1985), transactional leaders
-
36
focus on engaging in exchanges with their followers based on a
system of rewards and
punishment (Dubrin, 2015; García-Morales et al., 2012). In
contrast, transformational leadership
involves the leader’s ability to enhance organizational
engagement and efficiency as well as
members’ involvement in meeting organizational goals (Leithwood
& Jantzi, 2005, 2006; Marks
& Printy, 2003). Transformational leaders trust their
followers and are concerned about their
individual needs. With the attributes of intellectual
stimulation and individualized consideration,
transformational leaders express respect and concern to their
followers as a kind of social
exchange resource (Basu & Green, 1997; Cullen &
Yammarino, 2014; Gillespie & Mann, 2004;
Hu et al., 2012). Overall, transformational leaders have been
shown to be more effective than
transactional leaders (Bass & Avolio, 1999, 2003; Leithwood,
Jantzi, & Steinbach, 1999; Lowe
et al., 1996; Sekaran & Bougie, 2010).
In sum, this leadership style is one of the most prominent
contemporary models of
leadership (Heck & Moriyama, 2010; Mitchell et al., 2015;
Tschannen-Moran, 2004, 2009,
2014). There is of no doubt transformational leaders possess
many strengths; one of the most
significant is the ability to build trust. Before examining how
transformational leaders can build
trust with the followers, it is worthwhile to understand the
component of what trust is. As
transformational leaders transform and motivate their followers
through the attributes of
idealized influence, intellectual stimulation, inspirational
motivation and individual consideration
(Bass, 1985, 1999; Bass & Bass, 2008), it is important to
examine how such leaders encourage
their followers to come up with new and unique methods to
challenge the existing state, and to
modify the environment to support the success through trust
building.
-
37
An Overview of Trust
Trust is the cornerstone of outstanding interpersonal
affiliations, leadership, teamwork,
and competent organizations (Forsyth, Adams, & Hoy, 2011).
It is extensively perceived as one
of the key attributes that successful leaders need to bring
about transformation and alteration
within their organization particularly for its crucial role in
effectual leadership (Blase & Blase,
2001; Sergiovanni, 2005; Tschannen-Moran, 2004, 2009, 2014a,
2014b). According to
Tschannen-Moran and Hoy (1998, 2000), in our complex society
trust can build a work
environment on a flexible and group-oriented foundation
(Fukuyama, 1995). Trust between
individuals is the foundation of building a qualified team, with
a focus on constructing good
interrelations between leaders and followers (Bennis &
Nanus, 1985; Hurley, 2012; Tyler &
Degoey, 1996; Van Den Akker et al., 2009).
According to Butler (1991), relations among all members in an
organization are built on
trust, and leaders play a significant role in building and
cultivating trust by means of special
behavioral modification within the organization (Salfi, 2012;
Tschannen-Moran, 2014a, 2014b,
2014c). Enhancing trust between leaders and the team, and among
the team members
themselves, contributes to the cooperation between individuals,
and promotes the success of both
the individuals and the organization. Hence, greater trust
should be fostered within the
organization (Cranston, 2012; Mitchell et al., 2011;
Tschannen-Moran, 2009, 2014a, 2014b,
2014c).
Csorba (2004) mentioned that trust serves as a primary impetus
for interpersonal
development between leaders and followers. Individuals in a
high-trust relationship are more
willing to share information and believe in the content of
information received, and team
members are more inclined to share responsibilities and solve
problems together whenever
-
38
necessary (Csorba, 2004; Ho, 2007; Kwon & Suh, 2004; Li et
al., 2016). When there is mutual
trust and respect among team members, they can promote personal
professional development and
quality in their work (Handford & Leithwood, 2013; Robinson
et al., 2008). An open, supportive
work environment thus helps lessen the feeling of isolation and
strengthens team spirit (Hyman-
Shurland, 2016; Straiter, 2005). In a highly trustful work
environment, cooperation will be easier
between individuals, and information which promotes the success
of the organization can be
shared (Mischra, 1996; Tschannen-Moran, 2001, 2003, 2004, 2009,
2014a, b, c; Tschannen-
Moran & Hoy, 1998, 2000).
Coleman (2012) claimed that trust is dependent on the
expectations of capacity and
compassion in leaders. He identified three distinct elements of
trust: (a) the values and integrity
of the potentially trusted person; (b) the ways in which these
values and integrity are displayed
on a day-to-day basis; and, (c) perceived authenticity and
integrity. In the work environment,
interpersonal relationships provide opportunities for
self-identification and interpersonal
connections, and at the same time shape the life of members
(Bryk & Schneider, 1996, 2002;
Tschannen-Moran & Gareis, 2015a, 2015b). A trustful
relationship can smooth the collaboration
between team members -- not only can it increase a team’s
cohesion, but it can also facilitate the
work satisfaction of individual workers (Bradach & Eccles,
1989; Cranston, 2011; Pfeffer, 1994;
Powell, 1990). Trust forms the basis of reciprocal communication
within the organization by
reducing ambivalence and predisposing people to collaborate,
whether between individuals or
teams, or even among the entire staff (Jones & George, 1998;
McAllister, 1995; Zand, 1971,
1997). Hoy and Sweetland (2001) and Tschannen-Moran (2003, 2004,
2009, 2014a, 2014b)
agreed that interpersonal trust among the staff enhances
understanding of their obligations,
maximizes cooperation with one another, and strengthens
professional exchanges among all. In a
-
39
trustful environment, not only can the members’ attitude towards
their work be uplifted, but also
the needs of their inner self-development be stimulated. This
results in team collaboration to best
achieve the goals of the organization (Dirks & Ferrin, 2002;
Straiter, 2005; Wahlstrom & Louis,
2015).
Attributes of trust
Butler and Cantrell (1984) suggested that trust comprises five
unique features: integrity,
competence, consistency, loyalty, and openness. Integrity refers
to the trustworthiness of those
that are being trusted (Caldwell & Hayes, 2007). Competence
refers to professional skills and
knowledge related to work performance. Consistency refers to a
steadfast adherence to the same
principles, especially within a team (Forsyth & Adams,
2014). Loyalty refers to those who are
filled with kindness and mercy, and are willing to protect,
support, encourage, and cause no harm
to others (Butler, 1991; Borum, 2010). Openness refers to the
willingness to share thoughts and
information with others (Hosmer, 1995; Kolanc, 2011).
Tschannen-Moran (2001, 2003, 2004, 2009) defined trust as a form
of benevolence
towards another person with honesty, openness, reliability, and
competency. Recent literature
indicates that there are two forms of trust: cognitive or
character-based, and relational or
exchange-based (Dirks & Ferrin, 2002; Wang, Tomlinson &
Noe, 2010; Yang & Mossholder,
2010; Yang, Mossholder & Peng, 2009). McAllister (1995)
reconceptualized trust as a two-
dimensional construct composed of cognitive-based and
affective-based trust. Cognitive trust is
built upon characteristics of a leader, such as integrity,
capability and reliability. It is the
foundation for affective trust, which is based on emotional
assets and expressions of heartfelt
care and concernment in trust relationships (Bird et al., 2009,
2012). Colquitt et al. (2012)
-
40
mentioned that cognitive and affective trust can strengthen
relationships between
transformational leaders and followers.
In sum, trust is a multidimensional construct in which people
and groups are willing to
expose themselves to others and take risks, with faith and
confidence that others will respond to
their behaviors in a positive way (Forsyth et al., 2011).
Research in Transformational Leadership and Trust in the School
Context
Although multiple studies have used cross-sectional data on
leadership styles, not many
studies have explained the relationship between transformational
leadership and trust building,
and how trust can be built by leaders’ actions (Avey, Hughes,
Norman, & Luthans, 2007; Harms
et al., 2011; Moynihan, Pandey, & Wright, 2012; Raelin,
2005, 2006; Zacharatos, Barling, &
Kelloway, 2000), particularly in the primary school context.
Research examining how different
leadership styles inspire trust has only started to gain impetus
in the past two decades; and it is
just in the last decade that scholars have begun to conduct
research on the essence of trust and
the leadership of school principals in the school context (Ping
Li et al., 2011; Simola et al., 2012;
Tschannen-Moran, 2004, 2009, 2014; Van Den Akker et al.,
2009).
Cognitive trust
Cognitive trust is regarded as one of the most important basic
elements in building a
trustful relationship. It originates from a rational analysis of
whether others can be trusted by
making use of the individual’s ability to assess another’s
reliability, trustworthiness, and ability
(Forsyth & Adams, 2014; Noonan, Walker, & Kutsyuruba,
2008). Dirks and Ferrin (2002)
claimed that cognitive trust is based on the evaluation of
leaders’ personal characteristics, such
as their competence, consistency, dependability, honesty,
integrity, openness and reliability. In
-
41
other words, it influences perceptions of trustworthiness and
confidence in leaders’ abilities and
qualifications (Mayer et al., 1995; Schaubroeck et al.,
2011).
In the school setting, cognitive trust helps team members review
their work experiences
in a positive light and encourages them to adopt behaviors that
are beneficial to the school. It
also gives them confidence about the decisions and actions of
the school leaders (Mayer et al.,
1995; Simola et al., 2012) by reducing unpredictability and risk
grounded in the school hierarchy
(Colquitt et al., 2012; Dirks & Ferrin, 2002; Yang et al.,
2009; Yang & Mossholder, 2010). It
also helps improve the interrelationship between the school
leader and the school members and
strengthens the bond among them.
Affective trust
Affective trust relates to the trust that is based on
sentimental ties between two parties in
a connecting relationship. It results from reciprocal concern
and care (Dirks & Ferrin, 2002;
Kolanc, 2011; McAllister, 1995). It is also a good intermediary
in the social exchange process,
given that it indicates the degree of concern and care in a
relationship (Dirks & Ferrin, 2002;
McAllister, 1995; Rempel, Holmes, & Zanna, 1985; Schaubroeck
et al., 2011; Yang et al., 2009).
As a social interchange process (Blau, 1964), affective trust
also implies a sense of
accountability to requite and underline s emotional bonds (Kwon
& Suh, 2004).
In the school context, affective trust between the school leader
and the members is built
upon mutual interaction and affection between human beings in
modern society (Chua, Ingram,
& Morris, 2008; Colquitt et al., 2012). It also gives the
person being entrusted a sense of trust
that originates from closeness and reliance (Clark & Mills,
1979; Handford & Leithwood, 2013).
Affective trust is obtained via interaction, values, and
recognition of social groups; trust building
-
42
in schools has a remarkable effect on achieving new standards
(Hurley, 2012; Kolanc, 2011;
McAllister, 1995).
Research on school leadership and trust
Although trust has been recognized as a significant aspect of
organizational life for years
(Golembiewski & McConkie, 1973), the beginnings of the
precise and standardized study of
trust in schools date back to early 1980s when Hoy and his
colleagues (Hoy & Kupersmith,
1985; Hoy, Sabo, & Barnes, 1996) started a series of
investigations, in which they
conceptualized trust and developed both constituent and
practical interpretations for it. They
developed analytical dimensions in school-based trust based on
both quantitative and qualitative
studies that scrutinized the impact of trust in schools. Through
their work, five facets of trust,
benevolence, competence, honesty, openness and reliability and
have been analyzed and
measured (Arnold et al., 2001; Bird et al., 2009; Hoy &
Tschannen-Moran, 1999, 2003, 2004).
From the results, trust between co-workers has been related to a
sort of stipulate organizational
outcomes, such as cooperation and collaboration between
colleagues (Tschannen-Moran, 2001,
2004), organizational citizenship (Tschannen-Moran, 2003, 2009,
2014a, b), a healthy, vigorous
and open school atmosphere (Borum, 2010; Tschannen-Moran &
Hoy, 1998, 2000; Tyler &
Degoey, 1996), organizational mindfulness (Hoy, Gage, &
Tarter, 2006; Li et al., 2016),
organizational integrity (Hoy & Tarter, 2004), and student
accomplishment in the elementary
schools (Goddard, Tschannen-Moran, & Hoy, 2001; Mitchell et
al., 2011; Hoy, Tarter, &
Witkoskie, 1992).
Bryk and Schneider (1996, 2002) also investigated trust in
schools using both qualitative
and quantitative approaches. Bryk and Schneider (2002) collected
extensive quantitative data
from public schools in Chicago and also conducted longitudinal
case studies among 12
-
43
elementary schools in Chicago. Drawing from the results, they
found that schools with high trust
showed remarkable improvements particularly in student learning.
Their work has not only
documented the significance of trust in schools, but it has also
unveiled the interrelationships
between collegiate trust, teacher eagerness to initiate in the
midst of reform actions, solving
problems within schools and social controls that are promoted
within communities of teachers,
and teachers’ affinity to the mission and vision of the
schools.
In addition, Tschannen-Moran (2004) conducted a mixed method
study in three urban
elementary schools. The results indicated that school leaders
could sustain trust building between
teachers by cultivating a collaborative culture, constructing
time and structure to support
cooperation, implementing benchmarks for communication,
intermediating or resolving
conflicts, or establishing norms of behavior, and enhancing
resolution skills of teachers in
dealing with conflicts.
Blase and Blase (2001) reviewed the concept of shared governance
in developing the
collaborative relationships intended to reach reciprocal goals
among a group of competent
principals in the United States. Their study emphasized an
understanding of shared governance
principles that impacted both directly and indirectly on
teachers’ sense of empowerment. They
collected evidence from teachers, asking them to express
themselves openly in order to analyze
characteristics of their principals, and how those
characteristics affected them. Although Blase
and Blase (2001) did not initially set out to investigate trust,
one of their conclusions was that a
key challenge of principals in a shared-governance context was
building a trustful workplace.
They advised that principals could accomplish this by
encouraging openness, expediting
effective interaction, and modelling. Their finding also
suggested that principals could build trust
by creating a school culture that was free of coercion, anxiety,
threatening, and criticism. They
-
44
further indicated that a high-trust environment was likely to
produce confident, contented,
motivated, and positive teachers. As a result, teachers are more
likely to work strenuously, be
optimistic, and have a sense of professionalism.
Research indicates that a climate of trust contributes to broad
benefits for every
individual in schools (Dirks & Ferrin, 2002). In modern
research, scholars have further identified
that trust in transformational leaders was related to the
performance of the team, and also showed
high levels of desirable outcomes (Wang et al., 2011).
In sum, trust has been perceived as an essential and practical
attribute to advance schools
towards strategic development and improvement, and also to build
professionalism of teachers
and enhance the success of the schools (Hassan & Ahmed,
2011).
Key Activities of Transformational School Leaders in School
Context
In the past three decades, many empirical and theoretical
studies have examined the
effectiveness and impact of transformational leadership
(Barling, Christie & Hoption, 2010; Bird
et al., 2012; Chen et al., 2014). Leithwood and Jantzi (2005,
2006) further developed Bass’s
(1985) transformational leadership model by identifying
behaviors of those leaders in the
educational context. These include: (a) establishing a school
vision; (b) determining school
goals; (c) contributing intellectual stimulation; (d) supporting
professional discipline and values;
(e) making accurate performance predictions; (f) strengthening
participation in school decisions,
and (g) providing individual support. Likewise, transformational
leadership affects human
interactions and mobilizes the school’s power through
inspirational encouragement, stimulation
of intelligence, and individualized consideration (Bass &
Bass, 2008; Shields, 2012, 2014; Tims
et al., 2011) that delivers a common vision and helps members to
reach their fullest potential
(Griffith, 2004; Judge & Piccolo, 2004). The
transformational school leader combines visionary
-
45
and authentic leadership, aiming at changing not only the
educational environment at the school,
but also the teachers working in it.
Transformational school leaders may also be able to monitor the
emotional level of team
members and show their dedication to them, especially when
intellectual stimulation is used to
encourage members to constantly reexamine their work and revisit
old problems (Day &
Leithwood, 2007; Eisenbeiss et al., 2008). Thus, teachers’
consciousness about the importance of
school goals is raised and their interest at work in the school
is inspired by their school leader
(Cooper 2009; García-Morales et al., 2012; Marks & Printy,
2003). Moolenaar et al. (2010)
claimed that leadership actions that support an innovative
atmosphere enhance teachers’
cooperation and expand new ideas and practices that uplift the
improvement and development of
the school. Hence, school leaders’ personal values and
leadership beliefs (Hallinger & Ko, 2015;
Hoy & Miskel, 2005; Kark et al., 2003) play a key role in
school organizational efficacy, as
leadership styles and administrative decisions greatly affect
the whole teaching team (Irshad &
Hashmi, 2014; Purkey & Smith, 1983). Transformational school
leaders are in the best position
to provide essential direction for school development by helping
members uphold their
respective roles and duties in conjunction with others to
achieve the mutual goals for the school
(Jovanovica & Ciricb, 2016; Kim et al., 2012).
School leaders who adopt transformational leadership stimulate
and encourage the team
to enhance their professionalism in the school context. This
allow members to contribute to the
school policy decision-making and administrative work. By doing
so, they increase transparency
in the school, minimizing any insecurity that teachers might
encounter with the unknown
(Bolman & Heller, 1995; Fullan, 1991, 1998; Leithwood,
1992a, 1992b, 1994; Lieberman &
Miller, 1992; Sleegers, 1999; Van den Berg, Vandenberghe, &
Sleegers, 1999).
-
46
Transformational school leaders not only influence human
interaction in the school context, but
also lead their team members to support constant school
development and improvement (Gronn
& Ribbins, 1996; Hallinger & Heck, 1996).
Leithwood, Tomlinson, & Genge (1996) evaluated the
effectiveness of transformational
leadership in schools (Leithwood, 1994; Leithwood & Jantzi,
2005). They have identified nine
different purposes in transformational leadership, clustered in
three aspects: (a) mission-centered,
which promotes an extensive school vision, and establishes
consent about aims and priorities; (b)
performance-centered, which holds high performance expectancies
by giving individualized
backing and furnishing intellectual stimulation; and (c)
culture-centered, which models school
values, upholds school culture, frames collaborative culture,
and shapes a framework for
decision-making in school (Leithwood & Jantzi, 2008;
Marzano, Waters, & McNulty, 2005;
Mourino-Ruiz, 2010; Schwepker & Good, 2010).
Trust-Building by Transformational School Leaders in School
Context
The transformational leadership model recognizes that trust in
school leaders often plays
a central role in leadership (Bass, 1985; Kark & Shamir,
2002). Leadership trust is grounded in
the exchange theory that suggests that leaders and team members
shape a mutual relationship
(Rusaw, 2000). Such a leader-member relationship is based on
mutual recognition, collaboration,
engagement, trustworthiness, and righteousness (Brower,
Schoorman, & Tan, 2000; Dirks &
Ferrin, 2002). When team members trust their school leader, they
are more willing to be directed
by the actions of the leader and are certain that their equities
and interests will not be abused
(Hosmer, 1995).
Transformational school leaders also promote personal
development in each individual
member by developing their personality and leadership qualities
and encouraging them to resolve
-
47
problems in an innovative way (Bass, 1999; Kelly, 2003; Xenikou,
2017). Moreover,
transformational school leaders also use charisma to gain
teachers’ approval and trust spiritually
and morally, to promote personality growth and cooperation (Bird
et al., 2012; Chen et al.,
2012), and to transform team members’ values and to bring more
dedication into the work
towards a united vision (Cashin et al., 2000; Cheng &
Walker, 2008). Hence, setting higher goals
in the education environment