Principals are no longer strictly managers; they are expected to be leaders. Leaders that can take their school to a higher level of academic achievement, where all students are successful learners and all teachers engage their students in learning. To become such a leader, principals need to leave behind their bureaucratic management styles and redefine themselves as a moral leader. Principals that are leaders not just managers will be able to move their school forward. These new principals allow teachers to be leaders in developing better curriculums to reach the needs of all students. For a principal to maintain this type of leadership, he will need to learn how to serve his staff not just manage it.
Principals are beginning to value the important role that teachers play in the success of their school. Recognizing their value, principals are beginning to work with teachers to achieve goals that will contribute to the schools success. Principals are looking for a leadership style that welcomes the cooperation of others and values their input. One such leadership style is that of a servant leader. In servant leadership one serves the needs of their staff (Sergiovanni, 2000). By serving one's staff instead of serving one's own needs, a principal is able to create change within the school. Principals can practice servant leadership in the three ways that Sergiovanni (2000) describes: purposing, empowerment, and leadership by outrage.