In today's society, mandatory high-stake testing, classroom overcrowding and teacher motivation are becoming exceptionally difficult to maintain. According to an article published by Griffin (2003), lack of effective teacher motivation is driving many teachers from the classroom to search for jobs in other fields; this invariably contributes to attrition in the educational system. This highlights only one of the daunting tasks facing today's leaders in the education sector. As the demands on administrators increase, they will need to find a style of leadership that can effectively deal with the many challenges with which they are faced. Blake and Mouton (1985), point out that leaders need to comprehend leadership styles and their impact in order to augment their ability to lead. Administrators must now grasp the initiative and develop their own style of leadership, by drawing on the merits of existing styles, if they are to create and lead successful organizations in our constantly changing society. To successfully develop this unique model, administrators must ask themselves, what drives me to lead, why do I desire to lead? The answers to these questions will determine the style/s of leadership they employ and its effectiveness.

Experts in the field of leadership such as, Fielder, Hersey-Blanchard, Winston, and others assume a number of factors as driving forces behind leadership, and while I consider some of these to be altruistic, a few may be deemed as purely selfish. I will discuss these motives as they are deemed to impact the process of leadership: values, love, power, as well as the organizational culture/vision, which influence leadership styles. Only when leaders are able to identify the drive behind their impetus to lead, will they be able to find a style of leadership that suits them so that they can effectively perform. Leaders are driven by powerful, compelling urges that we describe as motives. To be a valuable leader and to generate constructive permanent change will depend on the actual momentum behind your desire to lead. Some leaders are driven by the need to exert control and influence over people and their actions, which is power. According to Thomas (2003), some people who seek position of authority in organizations have a dominant desire for power. He further went on to recognize two types of power, personalized power orientation and socialized power orientation. The former is said to be used by leaders seeking to hype themselves and to satisfy their overpowering need for esteem and status from others. These leaders have a susceptibility to exhibit authority artlessly and possess little or no willpower. They thrive in dominating others, which will leave weak-will employees to depend on them to make decisions. They relish in their attainment of mortal possessions, which according to Winston Jesus condemns in the message that is reflected in 1 Timothy 6:10, which states that... These leaders use positive or negative extrinsic forms of motivation to manage or use others which makes them uncouth in their behavior towards employees. The converse is true of leaders with a socialized power orientation. These leaders are follower focused, or according to Sullivan (2007), they are servant leaders. They recognize their imperfections and limitations. These leaders treat others respectfully and are aware of the benefits of positive reinforcements in their organization. They maintain an open-door policy and accommodate advice/recommendations from their followers. The environment in this organization is conducive to organizational growth. Employees are empowered and are given the freedom to exercise their creativity and innovativeness.

Invariably schools will benefit more from an administrator who is predominantly socialized power oriented, as the physical, emotional as well as spiritual aspects of employees are catered to. Employees feel valued as people, and as such display commitment and loyalty to the mission and objectives of the organization and to its leader. Organizations powered by this type of leader will survive in the absence of the leader. According to Thomas, leaders are never predominantly socialized or personalized power oriented but exhibit traits from both types.

Organizations are inhabited by people who are strong adherents to various beliefs which according to the Webster's dictionary is defined as, any cognitive content that is held as true. These beliefs infiltrate the parameters of the mind and have enormous impact on the roles people play in society. Some leaders desire to lead, is fundamentally ingrained in their beliefs. Beliefs are humans' legacy from their family, friends, and society, as such may hold some element of truth or may be devoid of truthfulness. Some of these beliefs can be unethical and will influence a leaders' style of leadership according to Straker. These core beliefs motivate and consequently will guide/ influence decisions that leaders make are termed values. Straker mentions two types of values, instrumental and end of state which are usually manifested by leaders. Instrumental values are deemed as acceptable ways of behaving and have a direct relationship to morals and ethics. These values determine the path leaders take in achieving goals and include such traits as honesty, politeness, courage, punctuality to name a few. Then there are end-of state values, these are end products of instrumental values and includes happiness, prosperity et cetera. According to Winston, the beatitudes are a reflection of the values which should drive humans to lead.

Values play a significant role in the life of any style of leadership one chooses. Scholars such as Nanus believe charismatic leadership is built on the leader's ability to align the follower's vision to that of the organizations mission. According to Straker, this vision is ultimately shaped by the leader's values. He went on to posit that if well-intentioned, these leaders possess the propensity to motivate and transform employees. Conversely if their motive is selfish they can destroy an organization. They are self-absorbed and depend on their ability to allure; this may create intolerance for those wishing to challenge their position, and thus these leaders rarely accept contributions from employees. Inherent in all leadership styles are the values of the leader...

Scholars such as Winston believes love should be one of the motives behind a leader drive to lead. He defines this as 'Doing the right things at the right time for the right reason" (p5). This kind of love transcendence boundaries of every kind. Leaders motivated by this type of love recognize all aspects of the human psyche and make allowances for this. In his book, "Be a Leader for God's Sake" Winston makes reference to agapao love which he describes as "a moral kind of love, which is reflected in "Do unto others as you would have them do unto you" These leaders lead with the intention of going the extra mile for employees. They use 1 Corinthians 13:4-8 to define their leadership "love is patient, love is kind, it does not envy, it does not boast, it is not proud. It is not rude, it is not self-seeking, it is not easily angered, it keeps no records of wrongs. Love does not delight in evil but rejoices in the truth..."

Leaders who are motivated by love creates an organizational climate wherein love abounds, this kind of atmosphere fosters excellent employees rapport. Employees under the mandate of leaders motivated by love are willing to contribute to the success of the organization. Employees feel love and have no fear of exploring their gifts for the betterment of the organization. Employees are motivated because they know that they are valued. This type of leadership is promoted by scholars such as Winton, and Sullivan, who believes that when employees know that leaders have their best interests at heart they will go above and beyond the call of duty to realize the organizations mission. These leaders infuse their organization with enthusiasm, energy, and an attitude of 'the sky is the limit.' Pielstick postulates a final motive behind leaders drive to lead. He believes that some leader's motive to lead is based on an evocative picture of a prospective potential of the organization, referred often to as vision. These leaders are usually by-products of the organization that they choose to lead.

These leaders recognize situations or dilemmas that demand attention and feel that they possess the ideas or theories that that organization may employ for it to be successful. These leaders catalyze change and present vivid goals for employees to pursue. Nanus states that these Visions are usually a reflection of the leaders' values which may be good or bad. Nanus further states Visions that are positive have certain dominant characteristics. These characteristics create standards that build an organization climate that maintains the integrity of the employees as well as strengthens and uplifts employees; they inspire enthusiasm, and encourage commitment. Positive visions motivate employees to align their energies in order to fulfill the goals of the organization. These motives are understood to be the main driving forces behind leadership. While it is imperative to know and understand style of leadership, greater importance lies in understanding the impact that these style have in an organization and the motive behind them.

The education system is plagued with many problems, one of which is the challenge administrator's face to motivate teachers. Administrators can only effectively motivate others when they are able to recognize the impetus behind their desire to lead. In other words only by discovering the real motive behind their desires to leader can leaders begin to recognize and be able to adapt their style to effect change. Motives such as love, power, values and vision are some of the most powerful drive behind leadership. These motives ultimately determine leadership styles. When leaders understand this, they can analyze the motive behind their desire to lead. The motive behind styles of leadership is reflected in and will impact the leaders' effectiveness. Knowing the impetus behind any one style can motivate leaders to change his/her style in order to be more effective.