Subject: DELM213- LEADERSHIP AND ORGANIZATIONAL THEORY AND PRACTICECourse: DOCTOR OF PHILOSOPHYMajor: EDUCATIONAL LEADERSHIP AND MANAGEMENT21st Century Leadership and Organizational Theory and Practice This course deals on various leadership and organizational theories andpractices. It introduces the essential knowledge and skills necessary foreducational leaders to lead the organization by providing theoretical andconceptual foundations for them to understand the organization and individualbehaviors. Generally, it provides deeper analysis about organizations andorganizational life from different perspectives. It also aims at developing theirability to work with selected organizations and systems recognizing the uniquecharacteristics, capabilities and needs of modern organizations and thestakeholders they serve. Having studied Leadership and Organizational Theory and Practice, Ibelieve I have grown in my leadership capabilities and hope to apply what I havelearned to my future leadership journey in the Department of Education. What Ihave learned: Understanding Educational Leaders and the Organization.  Leadership Theories and Practices  Organizational Theories Organizational Practices  Studies on leadership and organizational practicesBased on our discussions the term ‘leadership’ can call to mind a range ofdifferent things, depending on the types of leaders you have been exposed to inthe past. If you cast your mind back over your time at school as a student andyour years of teaching, you may be able to identify a range of schooladministrator leadership styles. Some of these were more effective than others,and there are likely to be some leadership models you hope to emulate andothers you hope to avoid. There is always something to be gained from the past,but preparing students for the future requires forward-thinking, 21st Centuryleaders.In this course, we analyzed the 21st century leadership in school. 21stCentury school leaders enthusiastically face the challenging task of preparingyoung minds for the future, and they think strategically about the goals andsystems that will support this task. Personal qualities like curiosity, persistence,resilience, flexibility, responsibility, and hard work are as important as ever forleaders. Whatever changes come; these school principal leadership qualities arealways the key to success. Remember, also, that nobody is born with all thequalities of an effective school leader fully realized. Part of being a leader ishaving the will to work on personal growth and improving yourself constantly.Other qualities are increasingly important for leaders: creativity,entrepreneurship, innovation, constant learning, and teamwork are all crucial fortoday’s leaders.Different leadership theories are argued in this piece of paper to elucidatethe need of leadership and reflective practice for the educational leadersparticularly in 21st century. In 21st century finest leader and coaches are essentialin management as well as for the swift intensification of the education sector.Bolman and Deal (1991) developed four frames for leaderships. Firststructural frames which focal point on importance of proper roles andrelationships in organizational structure. Second is human resource frame whichimagine organizations as a fit of needs, feelings, and interests of humanresources. Third the political frames which is near to politico-conflict approachwhere resource is always scarce and power center has access to scarceresources, so organization moves in power balance. Symbolic frame which isnear to humanist theories which focuses on meaning, belief and faith andorganization as exceptional cultures which have practices, heroes, mythologiesand ceremonies, The essential segment of framework thinking is leader shouldknow which frame is to apply in specific situations.The concept of leadership has evolved as much as human developmentchanges. Currently, leadership is characterized by key figures who implementteamwork principles and the incorporation of technology that allow us toefficiently analyze and synthesize the information we are receiving for decision-making. On the other hand, we must understand that administration has to dowith people, not with indicators or projects, these leaders must be able tomotivate their team, so they depend on listening to discover what people need orwant. Havinal (2009) attributes this role to the leader and his ability to showthrough communication, influence, and motivation skills. The new leadershipperspectives developed by Bass (1990) focus on transactional andtransformational leadership. The transactional approach refers to the dailyoperation in a medical specialties program; it describes that the director of theprogram has adequate time to manage the program. In the transformational, thefocus is beyond; it focuses on team building and collaboration between differentlevels of an organization and other organizations to achieve change. This secondapproach describes the generation of agreements between the hospital and themedical units and the receiving medical units of the residents. As well as theconstant renewal of these agreements.With these knowledge that I have learned I hope I will become a Leaderthat is both successful and effective to have long term influence for leadingothers towards productivity and developing the organization as a