Authors : Dr. Mabihi Shuping

Volume/Issue : Volume 9 - 2024, Issue 7 - July

Google Scholar : https://tinyurl.com/bdfptm7r

Scribd : https://tinyurl.com/4y28mxzz

DOI : https://doi.org/10.38124/ijisrt/IJISRT24JUL1767

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : Private schools are by definition independent schools that are wholly supported by either private organizations or individuals rather than by the state. There is a commonly held view that seems to suggest that issues of transformative leadership, social justice and Paolo Freire’s (1970) dialogical tenets of love, humility, faith, trust, solidarity and critical thinking often take a back seat at private international schools. Proponents of such view believe that private school’s principals are expected to prioritize profit over social justice by leading and managing such schools like businesses. The aims of this paper are twofold: One, it is to provide evidence that presents a contrasting view to that by uncovering a female transformative leader from a private school in South Eastern Asia who does not only espouse those Freirean tenets, but has been an agent of social change throughout her illustrious career as a leader and a doyenne of IB (International Baccalaureate) curriculum. Two, to clear the blurred lines that often exist between the role played by educational leaders as transformational, transactional and transformative leaders in the private school space (Shields, 2010). The paper seeksis to make privates schools’ principals aware that they also have a role to play as agents of social change.

Keywords : Private Schools, Transformative Leadership, Transformational/Transactional Leadership, Dialogical Tenets, Social Justice.

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