Trusting leadership: Developing effective schools
This action research plan focuses on my leadership ability to build trusting relationships in a school organization. During the research process, I delved into my own leadership characteristics and found that my leadership derived from democratic, transformational, and feminist leadership styles.
Four action plan cycles were implemented and engaged my school organization into the four areas of Senge's (1999) organizational learning cycle. The organizational learning cycle changed the way in which information was shared and disseminated throughout the organization.
As a democratic and transformational leader, I enacted change and shared leadership through various school-wide projects which resulted in the development and enhancement of trusting relationships within the organization. This study investigated whether building trusting relationships between leaders and teachers led to an effective school. Although there are many factors involved in determining the effectiveness of schools, building trusting relationships is one important factor. Brewster & Railsback (2003), confirms the importance of relationships when they stated that, "Relationships among teachers and principals in particular, are being held out as important indicators of a school's readiness for reform and ability to sustain it." Study findings reveal that trust is a factor to the implementation of effective school programs, initiative, and building collaboration within an organization.