| Purpose. The purpose of my study was to examine the extent of applicability of the Synergistic Leadership Theory (SLT), (Irby, Brown & Duffy, 1999) a gender-inclusive leadership theory, to selected educational leaders in the Mexican culture. The examination was accomplished by identifying each of the four components of the SLT, and, through qualitative methodology, determining the extent of their applicability.;Methods. The methodology included: (1) semi-structured individual person-to-person interviews; (2) focus group interviews; and (3) the researcher. Data were transcribed and coded. Pre-assigned categories emerged through analysis of statements, field notes, and documents. Data triangulation, theory triangulation, and expert's triangulation were used to validate the categories.;Findings. (1) Each of the four factors of the SLT had cross-cultural applicability to the selected Mexican educational leaders. (2) The SLT is a useful tool for understanding leadership practices and educational organizations in another culture. (3) The SLT exemplifies contemporary leadership theories. It is systemic, contextual, relational and contingent. (4) Interactions were revealed among all factors of the SLT; however, the most significant were between the leaders' values, attitudes, and beliefs, and the other three factors. (5) Servant leadership is a component of Factor 2 of the SLT. (6) External forces exist across cultural educational settings; successful leaders must learn to cope with them or to adapt in order to accomplish their goals. (7) Values, attitudes, and beliefs of the leader are reflected in the leader's behaviors and in the organizational culture. (8) Risk taking is an integral part of leadership. (9) Leadership is closely associated with the notion of change. (10) New forms of leadership are needed to address the type of social and educational changes desired by the leaders in this study. (11) New concepts of leadership need to focus on empowering others and not on personal gain. (12) Values are highly relative, and their meaning and practice varies from culture to culture; including from national culture to organizational culture. (13) There are national and organizational cultural differences in the way people perceive and think of leadership; this concept may differ drastically between the national and the organizational cultures within the same culture. |
