Chapter 88: The Synergistic Leadership Theory: An Inclusive Theory in the Twenty-First Century

Founded on equity and socially just underpinnings (Brown & Irby, 2006), the synergistic leadership theory (SLT; Irby, Brown, Duffy, & Trautman, 2002) adds a new theory to existing theoretical discussions in leadership. (Shapiro (2009) pointed out that the SLT was “the first [leadership] theory in the [twenty-first] century” (p. 84). The SLT adds to existing leadership theories by (a) describing the systemic relationship and the interconnectedness of the SLT’s four factors—leadership behavior, organizational structure, external forces, and attitudes, beliefs, and values, (b) promoting transformative reflection related to self, others, context, and situations, (c) encompassing the holistic nature of leadership and interactions internal and external to an organization, (d) considering contextual, situational, and changing dynamics of educational organizations, (e) exemplifying cultural relevance through the recognition that culture is an external force that significantly impacts leadership and organizations, (f) offering a framework for describing collaborative interdependence, and (g) embracing inclusivity via the inclusion of female leaders’ voices and their experiences alongside those of male leaders (Irby, Brown, & Yang, 2009). Additionally, unlike some of the existing, earlier leadership theories, the SLT has numerous validation studies including “national and international samples and nonmajority populations” (Lunenburg & Ornstein, 2012, p. 125).