Models of Educational Leadership

1. Visionary Leadership

Visionary leadership is the ability of leaders to create, formulate, communicate / socialize / transform and implement ideal thoughts originating from themselves or as a result of social interaction between members of the organization that are believed to be the ideals of the organization in the future that must be achieved or realized through the commitment of all personnel.

Someone can be said as a visionary leader in producing productive education, if during carrying out his responsibilities as a leader can manage the educational process available (if possible to hold new resources) has succeeded in creating output in accordance with the vision set and efficient to be Reliable human resources in accordance with the expectations or desires of stakeholders/users of educational services, where the results can create graduates who have benefits for individuals who do it in the form of abilities / expertise relevant to life and can help themselves and families in their lives.

2. Transformational Leadership

Transformational leadership is built from two words, namely leadership and transformational. Leadership as explained earlier is every action taken by someone to coordinate, direct and influence others in choosing and achieving their stated goals. The term transformation comes from the word transform, which means transforming or changing something into another different form, for example transforming a vision into reality, or changing something that is potential to be actual.

Burns (1978), who was mentioned as the first to initiate it, defines transformational leadership as "a process in which leaders and followers raise to higher leves of morality and motivation". This kind of leadership style will be able to bring followers' awareness by generating productive ideas, synergistic relationships, accountability, educational concerns and shared ideals, leaders with transformational leadership are leadership who have a vision for the future and are able to identify environmental changes and are able to transform these changes into the organization, spearheading change and motivating and inspiring individuals to be creative and innovative and build solid cooperation. Yuki (1996) concluded that the essence of transformational leadership is to empower followers to work effectively by building their commitment to new values, developing their skills and beliefs, creating a climate conducive to the development of innovation and creativity.

Transformational leaders are actually agents of change, because they are closely related to the transformation that occurs in an organization. Its main function is to act as a catalyst for change, not as a control for change. A transformational leader has a clear vision, has a holistic picture of how the organization will be in the future when all its goals and objectives have been achieved.