From Simple to Complex: The Relationship Between Educational Leaders’ Cognitive Complexity and Leadership-Style Profiles

Rima’a Da’as*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Scopus citations

Abstract

This innovative study examines the relations between principals’ cognitive complexity (CC) levels and their leadership-style profiles. Participants were 341 principals and 3,209 teachers in Israel. Results indicated four leadership-style profiles: transformational; mixed–including transformational and transactional; transactional; and passive-avoidant. School principals were further found to juggle their perspectives from simple to complex, resulting in passive-avoidant to transactional, to transformational and to mixed leadership profiles. The mixed leadership-style profile (transactional and transformational) was characterized by high CC, and construed social behavior in a multidimensional way; passive-avoidant leadership was characterized by simple thinking (low CC).

Original languageAmerican English
Pages (from-to)60-77
Number of pages18
JournalLeadership and Policy in Schools
Volume23
Issue number1
DOIs
StatePublished - 2024

Bibliographical note

Publisher Copyright:
© 2022 Taylor & Francis Group, LLC.

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