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I like to believe that I am a charismatic ELD teacher, meaning, I rally the kiddos around a shared goal, earning a 4 on the ELPAC. I listen to their concerns, praise their achievements, and take responsibility for any short comings.

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My transformational leadership score was 14 and my transactional leadership score was 20.  I was surprised that my transactional score was so high.  I am a transformational leader in the sense that I constantly reflect on the needs and motives of my followers and try to adapt my approach to meet those needs. 

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My transformational leadership score was 14 and my transactional leadership score was 20.  I was surprised that my transactional score was so high.  I am a transformational leader in the sense that I constantly reflect on the needs and motives of my followers and try to adapt my approach to meet those needs. 

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I believe that my own way of being a transformative leader is within LAUSD;s special education programs to create inclusion and inclusion leaders "to reach their fullest potential" in in the same manner changing special education forever. I'm hoping my legacy will be one of desegregating our students with disabilities from the opportunities their gen ed peers enjoy.

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I was surprised that I had several high transactional scores, but also reflected on how those situations presented are sometimes needed from time to time.

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It was interesting how many questions related to positive reinforcement, especially with the measure of doing "good" work and performing "well." It made me question who is deciding what's "good."  I would hope for the questions asked to gauge transformational leadership would question approaches to undoing and dismantling settler colonialism

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Scored high on the transformational leader. I wasn’t too surprised, it was what I hoped. I agree in order to lead change you need to be inspirational with a clear vision.

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In regards to my legacy, I hope to leave behind a system that focuses more on student growth and less on biased standardized test scores. 

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In regards to my legacy, I hope to leave behind a system that focuses more on student growth and less on biased standardized test scores. 

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Believed in children and created opportunities for the most vulnerable.

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I like the whole aspect that a transformational leader can inspire the whole school and community.

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My transformational score was higher than my transactional score. I think the work is most likely to be invested in and continue after you're gone if it's transformational as staff buy-in to it more.

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I scored in the transactional leadership column more strongly and was not very surprised. In my position as team leader, many of my teammates are very independent minded and it requires a lot of relationship building and positive feedback to motivate behavioral change among my team. I hope to be in more transformational positions one day, but where I am in my work at the moment I feel transactional will be more effective, which is unfortunate.

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I think the ultimate legacy is leaving behind sustainable, system change toward social justice.

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Giving my students specific positive feedback on their work is essential. I feel like the term 'transactional' is a bit hard to stomach when I think of that. 

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Giving my students specific positive feedback on their work is essential. I feel like the term 'transactional' is a bit hard to stomach when I think of that. 

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Transformational leadership has been known to gain popularity due to its intrinsic motivation and the development of the follower which fits the needs of many work groups today (Bass and Riggio, 2006).  This could be a direct result from research conducted by Gallop regarding six changes that Millennials and Generation Z are looking for in a workplace.  These changes include, purpose, development opportunities, coaching over bosses, engaging in conversation rather than annual reviews, a focus on strengths rather than weaknesses and looking at work as their life, not just a job (Fullan). 

# data[].attributes.subject
Transformational leadership has been known to gain popularity due to its intrinsic motivation and the development of the follower which fits the needs of many work groups today (Bass and Riggio, 2006).  This could be a direct result from research conducted by Gallop regarding six changes that Millennials and Generation Z are looking for in a workplace.  These changes include, purpose, development opportunities, coaching over bosses, engaging in conversation rather than annual reviews, a focus on strengths rather than weaknesses and looking at work as their life, not just a job (Fullan). 