This paper aims to study transformational and or transactional leadership styles of secondary school headmasters in India. Headmasters refer to individuals who manage secondary schools. The study was carried out using Multifactor Leadership Questionnaire (MLQ) by Bass and Avolio (2000). Leadership scale scores were analyzed and formed part of the study. These MLQ scores were idealized influence (behaviour), idealized influence (attributed), inspirational motivation, intellectual stimulation, individualized consideration, contingent reward, management-by-exception (active), management-by-exception (passive), and laissez-faire. In particular it was intended to find out if they have been following transformational and transactional leadership styles. It was found out that headmasters more adhered to more transformational leadership style with mean of 36.81 and standard deviation 12.74, vis-à-vis transactional leadership followed with the mean of 25.11 and standard deviation 6.55. It was also found that headmasters’ leadership style did not have a significant relationship with their demographic variables such as gender, age, educational qualification, subject and experience. The study was limited to secondary schools located Mysore city (Karnataka).
Leadership styles, transformational leadership, transactional leadership
