Leadership for Local Interagency Coordinating Councils

Abstract

The leadership of local interagency coordinating councils was investigated by considering two questions-one concerning perceptions of leadership style on the part of coordinators and council members and a second focusing on appropriate leadership styles across school districts of varying sizes. The subjects were the coordinators and members of 33 councils in a southern state. Results indicated a distinct preference for leaders emphasizing both a high task/high relationship leadership style and a concurrent need for flexibility with multiple leadership styles for differing situations. Results also indicated consistent preference across districts, regardless of size, for leadership style. Implications and suggestions for forming councils with these leadership characteristics are provided.