Introduction: -

Thoughts, strategies,
beliefs and
philosophies are
constantly in change
and development. In
this change and
development, leaders
are the people who
have the most
significant effect in
the success and
sustainable
developments of all
organizations and
institutions, and in
the creation and
steady maintenance
of organizational
culture. Also, this situation is exactly true for educational
organizations. Indeed, the growing expectations of many people
and institutions from within or outside the education day by day
from schools is seen as the most important element that
increases the importance of leadership in education. At this point,
management and leadership role is very critical for the school
principal, and probably constitutes the most important
characteristic of the school principal. In this context, management
and leaders are the basic needs of all institutions, from the
smallest to the biggest. They are the most important elements
which hold the institution together, ensure its efficient operation
and assure achieving corporate success. At this point, the
competition conditions experienced today have made leadership
much more important in all fields. Rapid developments
experienced in the internal and external environments of
organizations have made the implementation of more efficient
and effective leadership styles in organizations compulsory. When
considered from this point of view, adaptation of school principals
to the changing management and social structure is a crucial
necessity. Nevertheless, it is never possible for a school which
does not meet the expectations of society to be effective and
successful. Leadership is regarded as the single and most
important factor of the success or failure in the organization.
According to many researchers, this situation is also true for
leaders in educational organizations, namely school principals.
School principals are primarily responsible for the successful
management of the school and the efficiency of education and
training. At this point, educational institutions and the managers
of these institutions, namely school principals need to perform
critical tasks for the training and development of desired
individuals. As in the functioning of all institutions, the presence
of charismatic, well-informed, virtuous, visionary and hardworking
principals and managers are very for educational institutions to
be successful, efficient, innovative and entrepreneurial and in the
formation of a concept through which motivated individuals can
be organized beyond the expectations in order to achieve the
objectives of the institution. There are many researches revealing
that school principals are needed who adopt the transformational
leadership style in the formation of a school culture in which
individual differences of students are considered, great effort is
made for the development of facilities and capabilities and
students with high academic and personal achievements are
educated by creating a healthy school climate The leadership of
school principals is efficient and effective in the accurate and
successful management of schools, which are the most critical
places for the conveyance of philosophy, mission and objectives
of the education system to the individuals, and in the creation of
a healthy school culture and climate to the extent how effective
and competent is the captain at the helm of the ship in steering
the ship. In this study, transformational leadership styles of school
principals were investigated in terms of different variables
according to the teachers' perceptions. With this study, it was
tried to determine which leadership styles did school principals
have. The results of this research are important in terms of data
that will reveal for the detection of which leadership styles did
school principals have, and the development of positive
leadership characteristics for the establishment of an effective
education and training system with a healthy school
management.

Leadership

Many authors having studied leadership have made various

definitions based on their study fields and focuses. In this
respect found out after long-term studies that leadership has as
many definitions as the number of persons who attempted to
define it. Even if there are some conceptual conflicts, leadership
is defined by most specialists as the process during which an
individual affects other group members with the purpose of
achieving the defined success or organizational goals. Following
their researches, Bass and Bass put forward that it would be
more appropriate to consider the

concept
of leadership under two basic titles including transformational and
transactional leadership.

The sub-dimensions of transformational leadership are generally

considered under the following titles: Idealized influence-
charisma: Leader is a person admired, trusted and respected;
Inspirational motivation: Leader motivates and encourages the
followers in line with the organizational goals and objectives;
Intellectual stimulation: Leader encourages his/her followers to
have a new/different perspective towards experienced incidents,
situations and problems; Individualized consideration: Leader
takes care of his/her employees’ personal differences and needs,
pays required importance to them and detects their different
possibilities and capabilities, and sets for them the objectives that
they can achieve.

Role
Transactional leaders do not interfere with the functioning system
of organization coming beforehand they motivate the employees
with rewards, they promise authority, status and money to their
employees for their success they are not very interested in
individual characteristics, entrepreneurial and innovative aspects
of the employees activities keep going in this way within the
frame of fundamental mission and vision of the. This leadership
style is beneficial in managing the organization, and in guiding
and managing the system within the framework of mission, vision
and values of the organization. However, it is weak in
reorganizing the organization and the institutional structure
quickly in the face of innovation, entrepreneurship, reform and
needs which are virtually obligations in today's competitive
environment, and in presenting outputs beyond expectations by
collaborating with the employees and acting with a team spirit

Transformational leadership serves to enhance the motivation,

morale, and job performance of followers through a variety of
mechanisms; these include connecting the follower's sense of
identity and self to a project and to the collective identity of the
organization; being a role model for followers in order to inspire

Definitions
Martin Luther King was known for using persuasive appeals based
on reason.

According to Bass, transformational leadership encompasses

several different aspects, including:

 Emphasizing intrinsic motivation and positive development of

followers
 Raising awareness of moral standards
 Highlighting important priorities
 Fostering higher moral maturity in followers
 Creating an ethical climate (share values, high ethical
standards)
 Encouraging followers to look beyond self-interests to the
common good
 Promoting cooperation and harmony
 Using authentic, consistent means
 Using persuasive appeals based on reason
 Providing individual coaching and mentoring for followers
 Appealing to the ideals of followers
 Allowing freedom of choice for followers
Transformational leaders are described to hold positive
expectations for followers, believing that they can do their best.
As a result, they inspire, empower, and stimulate followers to
exceed normal levels of performance. Transformational leaders
also focus on and care about followers and their personal needs
and development.[14] Transformational leaders fit well in leading
and working with complex work groups and organizations, where
beyond seeking an inspirational leader to help guide them
through an uncertain environment, followers are also challenged
and feel empowered; this nurtures them into becoming loyal, high
performers.
There are 4 components to transformational leadership

 Idealized Influence (II) – the leader serves as an ideal role

model for followers; the leader "walks the talk," and is admired
for this. A transformational leader embodies the qualities that
he/she wants in his/her team. In this case, the followers see the
leader as a model to emulate. For the followers, it is easy to
believe and trust in a transformational leader. This is also
referred to as charisma and showing a charismatic personality
influences the followers to become more like their leader.
 Inspirational Motivation (IM) – Transformational leaders
have the ability to inspire and motivate followers through
having a vision and presenting that vision. Combined, these
first two I's
are what
constitute
the

transformational leader's productivity. A transformational

leader manages to inspire the followers easily with clarity. The
transformational leader convinces the followers with simple
and easy-to-understand words, as well as with their own image.
 Individualized Consideration (IC) – Transformational
leaders demonstrate genuine concern for the needs and
feelings of followers and help them self-actualize. This personal
attention to each follower assists in developing trust among
the organization's members and their authority figure(s). For
example, the transformational leader can point out the
problems of a member working in a group. From this
perspective, the leader can work towards training and
 developing a follower who is having difficulties in a job. This is
an important element because teams are able to rely on and
work together, so decisions can be made more quickly, while
the transformational leader increases their buy-in.[16]
 Intellectual Stimulation (IS) – the leader challenges
followers to be innovative and creative, they encourage their
followers to challenge the status quo. A common
misunderstanding is that transformational leaders are "soft,"
but the truth is that they constantly challenge followers to
higher levels of performance.[14]
Transformational leadership is said to have occurred when
engagement in a group results in leaders and followers raising
one another to increased levels of motivation and morality.[13] It
is not enough to make the correct choice, but to make the moral
choice. In simple words, a transformational leader is not selfish
and sees an opportunity of growth in others. Transformational
leadership enhances intellectual stimulation through employee
training and development.
Transformational leaders do one thing transactional leaders don't,
which is going beyond self-actualization. The importance of
transcending self-interests is something lost sight of by those who
see that the ultimate in maturity of development is self-
actualization. Bass. (1999).

The purpose and significance of the study

Raising individuals who are innovative, entrepreneurial

and self-aware; who have a leadership spirit and strong
character; who can use their capacity in the most efficient
way being aware of the opportunities and capabilities, is
now the most important issue today. At this point,
educational institutions and the managers of these
institutions, namely school principals need to perform
critical tasks for the training and development of desired
individuals. Leadership styles for school principals are one
of the most important issues which has been emphasized
and investigated especially in recent times. Important and
remarkable discussions were made about the most
appropriate leadership style in educational administration.
When the literature was examined, the transformational
leadership and instructional leadership styles come into
prominence on this topic. Researches on many issues
which were related to leadership styles were carried out
also in educational administration as in almost all fields of
management.

In particular, looking at researches that examined the

transformational leadership styles: some studies draw
attention such as the effect of transformational leadership
characteristics on job satisfaction, the effect of
transformational leadership characteristics on teacher
behaviors and student achievement,

The effect of transformational leadership characteristics

on trust and working characteristics of teachers,

The effect of transformational leadership characteristics

on teachers' job satisfaction, school culture and the
achievements of students

The effect of transformational leadership characteristics

on burnout of teachers.

the effect of transformational leadership characteristics

on teacher behaviors and student performance

Many researches and studies were carried out about the

leadership characteristics of school principals and the
related variables also within the country: Leadership
styles of school principals and the learning organization,
leadership and performance, leadership roles of school
principals, leadership and burnout in teachers, leadership
and job satisfaction in teachers leadership, internal school
variables and student outcomes leadership and
organizational commitment.

Looking at the results of these studies, it can be seen

that leadership behaviors are very important for
institutions and have very critical role in the success of
the institutions. In suggestions made according to the
results of the study, establishment and development of
effective leadership styles in institutions is strongly
recommended. It is recommended that the power of
effective leadership should be actively utilized based on
making the efficient and effective leadership styles
sensible in the entire institutions, the creation of a
positive organizational culture in institutions, the
realization of healthy organizational communication and
the establishment of organizational citizenship among
employees. In this study, transformational leadership
styles of school principals were investigated in terms of
different variables according to the teachers' perceptions.
This study tried to determine which leadership styles did
school principals have from the viewpoint of teachers, and
how these leadership styles vary according to teachers'
gender, seniority and educational status. The results of
this research are important in terms of data that will
reveal the detection of which leadership styles did school
principals have, the detection of how do teachers
perceive these according to different variables, and the
development of positive leadership characteristics for the
establishment of an effective education and training
system with a healthy school management. Studies
related to transformational leadership characteristics of
school principals in the literature, as mentioned, generally
addressed the relationships with school and educational
administration variables. Although there are studies that
analyzed the leadership styles with the viewpoints of
teachers and in terms of different variables that teachers
had, they are not at the desired level. This research is
also important in terms of making contribution to make
up this deficiency in the literature. In the light of this
information, the main purpose of this research is to
investigate the leadership styles of school principals
according to the perceptions of teachers.

Research model
This was a descriptive study of teachers’ perceptions of
the school principals. This was a quantitative investigation
using survey instruments.

The perceptions of teachers who participated in the

research regarding the leadership styles of school
principals were positive and at high level.

CONCLUSION
Today, the innovations which are developing quite fast
and the changes that are experienced in organizations,
job and human factors render leadership highly significant
and increase the need for people with leadership
characteristics. Transformational leadership plays a vital
role for proper orientation of teachers who are the most
valuable of educational institutions and supporting them
and for creation of positive organizational culture as well
as health school climate. Leadership is now the most
significant and determinant actor of organizational
management. Organizational trust, commitment and
citizenship behaviors level of the teachers, positive and
healthy organizational structure and the performance and
success index of the organization are high. With reference
to all results, it can be determined that leadership
characteristics of school principals directly and very
significantly affect the organizational trust, commitment
and citizenship felt at the school especially by those
working in schools, the culture and climate of the school
and the quality of education and training. Personal and
professional characteristics that the school principals
have, the communication and management styles they
use significantly determine the school's material and
spiritual properties, and the physical and psychological
structures of all staff at the school. The leadership
characteristics of the school principals should be the
source of inspiration for the teachers and should guide
them. Moreover, in addition to being the driving force of
change that will take place at the school, the leadership
characteristics of the school principals should be
competent to solve the problems in the fastest and most
effective way when faced with. The leadership
characteristics of the school principals should unite all
tangible and intangible elements of the school together
almost like cement, and should form a consistent integrity
among them. The transformational leadership styles
exhibited by principals working in educational institutions
positively affect the school and the whole stakeholders
concerning the school. This situation is also reflected on
teachers and employees, and supports education and
training to be successful. Researches clearly indicate that
school principal is the most important factor that will
make the school peaceful or un-peaceful, and at the same
time, that will determine the success or failure of the
school. Thus, it can be concluded that it is very important
for school principals to make an effort for the
development of their transformational leadership
characteristics.

SUGGESTIONS
Scientific meeting activities such as management
training, conferences, seminars, panels, and in-service
training activities that will enhance the transformational
leadership characteristics of school principals should be
organized. School principals should come together among
themselves and talk about the examples of successful
leadership, and they should hold a consultation and share
their experiences. Giving lessons such as "education
management", "leadership in school management",
"leadership and organizational citizenship", "leadership
and institutional success" in faculties of education will be
beneficial in terms of raising awareness on leadership.
Therefore, the number of these lessons and similar
lessons should be increased