INTERNATIONAL SCHOOL LEADERS’ LEADERSHIP STYLES AND BOARD MEMBER STRUCTURE

This study explores an association between the leadership styles of senior leaders in international schools—specifically transactional, transformational, and passive-avoidant approaches—and whether members of their board are elected, appointed, or both. The literature review identifies a recent board trend towards increasing the appointment of members and a preference for transformational leadership from senior leaders. This study highlights the relationship between leadership and governance in international schools and suggests re-evaluating historical paradigms. A quantitative approach was used to establish a significant association with a large effect between senior international school leaders with a transformational leadership style and international school boards that appoint members as opposed to electing them. Implications for theory, practice, and future research are discussed with the suggestion that a transformational break with democratic traditions might serve international schools best in the future.