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Theoretical Framework EssayThis chapter includes a review of related literatures and studies conducted by both(prenominal) local and foreign researchers, that the writer considers relevant to the study.Definitions of LeadershipBass (1981) accepted the view of attractorship as an interaction between members of a group. Leaders are agents of change, persons whose acts affect different people more than other peoples acts affect them. Kanter (1983) defined leadership as the existence of people with power to recollect others and to set constraints. Misumi (1985) wrote Leadership is understood as the role behaviour of a specific group member, who, more than other members, exerts some kind of outstanding, lasting, and positive influence on fulfilling the groups functions of problem closure or goal achievement and group maintenance. Weiss (1986) pinpointed the concept of leadership as the top level executive director and his dominant coalition of the organization which is invest ed with the power, status, and resources to manipulate, interpret, and negotiate constraints and resources into policy.Kellerman (1984) defined leadership as the process by which oneness singular consistently exerts more impact than others on the nature and direction of group activity. Gardner (1986) waffled at the contain of his definition by attaching the last phrase leadership is the process of persuasion and example by which an individual induces a group to take action that is in accord with the leaders purposes. Sergiovanni (1989), an influential leadership scholar in education, defined leadership as the process of persuasion by which a leader induce followers to act in a manner that enhances the leaders purposes or shared purposes. both more recent books on leadership have been based on military leaders, and they promote the alike understanding of leadership. Roberts (1989) considered leadership as the thing that wins the battles. Bailey (1988) an anthropologist, defined l eadership as the act of controlling followers. Finally, Schatz (1986) summed up much of what this view of leadership represents Leadership is the total effect you have on people and events approximately you.Leadership for Rost (1991) is an influence relationship among leaders andfollowers who intend real changes that reflect their mutual purposes. A leader does the right things (Bennis and Goldsmith, 1997). Doing the right things implies a goal, a direction, an objective, a vision, a dream, a path, a reach. tether is about effectiveness. It is about what and why. It is about trust about people. Bennis and Goldsmith (1997), defined leadership as innovating and initiating. It looks at the horizon, not just the bottom line. Leaders base their vision, their appeal to others, and their integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. For Drucker (1996), leaders move people from selfish concerns to dower the common good. Leaders can refocus peoples energy with direct interventions or do so indirectly by adjusting the system so that people naturally gravitate toward what needs to be done.It will be hypothesized that the Indang II District unproblematic initiate principals leadership styles (Block 2) will affect school effectiveness (Block 3) at Indang II District, Division of Cavite. The mediating variables will be the elementary school principals leadership styles consisting of vii dimensions, namely a) idealized influence b) inspirational motivation c) intellectual stimulation d) individualized consideration e) depending on(p) reward f) management by exception and g) Laissez-faire. The aforementioned dimensions will be discussed in the conceptual framework. The five-spot indicators of school effectiveness will be the output variables. Each variable will be explained exhaustively as part of the related literature of this study on school effectiveness. The line connecting the mediating an d the output variables manoeuver their relationship. This will imply that the Indang II school principals leadership styles affect the effectiveness of the Indang II schools at Indang II District, Division of Cavite.HYPOTHESISOn the basis of the questions that will be proposed in this study, this hypothesis will be tested. There is no significant relationship between the principals leadership styles and school effectiveness in the elementary schools in Indang II District, Division of Cavite.