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This article describes the development and validation of a measure for transformational and transactional leadership that may be used as part of a more comprehensive instrument to measure a school’s capacity to implement school-based interventions. Data used for this study were gathered from the reports of 1144 teachers from 45 Norwegian schools who were taking on a school development intervention aimed at preventing and reducing problem behaviours among students. Using exploratory factor analysis and confirmatory factor analysis, measurement structures with two factors at the teacher level and one factor at the school level provided a good fit to the data. Although there is some overlap between transactional and transformational leadership, the two concepts do measure distinct features. Transformational and transactional leadership was eventually measured by teacher reports on two scales, each consisting of four items. As part of the validation, scores on the scales were related to other aspects relevant for organisational capacity. As expected, the transformational and transactional leadership scales both correlated significantly negatively with staff freedom and positively with innovation climate, affiliation, principal positions in schools, and collaborative activity at both the teacher and the school levels. [ABSTRACT FROM PUBLISHER]

The overarching purpose of this study is to examine the prospects of school leadership for the development of intercultural education. The article focuses on the ways in which Greek-Cypriot headteachers conceptualize: diversity and intercultural education; and their school leadership roles in culturally diverse settings. To this extent, interviews were carried out with the headteachers of 20 primary schools, which presented high concentrations of immigrant students. In general, two main approaches concerning intercultural education were identified: cultural-deprivation and cultural-celebration. Headteachers, who fostered assimilation in their schools, adopted a transactional leadership style the goal of which was ‘unobstructed’ and ‘unproblematic’ operation of their schools. Conversely, headteachers, who ‘celebrated’ diversity in their schools, opted for the transformation of their school cultures by promoting immigrant parental involvement and community liaison. Nonetheless, there was a third category of headteachers, who held container concepts of diversity, pertaining to both cultural-deficit and cultural-celebration approaches. These headteachers proclaimed the transformation of their schools to accommodate diversity by creating collaborative networks in their schools. However, such suggestions seemed to be rhetorical, while in practice they seemed to seek assimilation. [ABSTRACT FROM PUBLISHER]