A Cross-Case Analysis of Three Early-Career Female Elementary Principals Leading Title I Schools: The Relationship of the Synergistic Leadership Theory to Mentoring and Their Leadership Experiences

Abstract

The purpose of this qualitative cross-case study was to apply the synergistic leadership theory to the leadership experiences of three early-career female principals leading Title I elementary schools. The synergistic leadership theory is an interactive theory that includes female experiences while applying to both men and women. It provides a framework for leaders to align four factors that impact leadership: (a) leadership behaviors; (b) organizational structure; (c) external forces; and (d) attitudes, values, and beliefs. Five research questions guided my study: (a) What are the leadership behaviors of the early-career female principals who lead Title I schools? (b) How does the organizational structure of each campus align with the principal’s leadership behaviors? (c) How do the leadership behaviors of the early-career female principals who lead Title I schools align with the external forces? (d) Are the attitudes, values, and beliefs of each principal aligned with others’ perceptions of the principal’s perceived attitudes, values, and beliefs? (e) What is the impact of mentoring on the four factors of the Synergistic Leadership Theory in context to each early-career principal as perceived by her? The sample for this study included three early-career female principals leading Title I elementary schools, as well as two assigned mentors (one internal and one external), a campus assistant principal, a campus teacher, and a campus parent for each. The participants were interviewed and completed the Organizational Effectiveness and Leadership Inventory. Through analysis of interview transcripts and inventory responses, I determined two of the case study principals were aligned with all four factors of the synergistic leadership theory. The other case study aligned with three factors and misaligned with one factor. The experiences of the three early-career principals reflect alignment of the four factors of the synergistic iii leadership theory. The case studies represent examples of the four factors of the synergistic leadership theory, and the early-career principals’ leadership behaviors fell within the range of leadership behaviors identified by the synergistic leadership theory. The four factors of the synergistic leadership theory can be applied to females in all leadership preparation programs.