There is a link between school culture and leadership styles. The literature review will also address the two fundamental categories of leadership. According to Cox (2001), there are two basic categories of leadership: transactional and transformational. Subsequent researchers (Barnett, McCormick & Conners, 2001) distinguished between transactional and transformational leadership. James McGregor Burns (1998) introduces Burns to the difference between ordinary (transactional) and extraordinary (transformational) leaders. According to James McGregor Burns (1998), transactional leaders exchanged tangible rewards for the work and loyalty of their followers, and (transformational) leaders are those who engaged with their followers. Additionally, emphasis on higher order intrinsic needs and awareness of the importance of specific outcomes (Bernard Bass, 2003) introduces the concept of transactional and transformational leadership. He asserts that these are distinct concepts and that good leaders exhibit characteristics of both. Bass (1990b, p. 21) asserts that transformational leadership promotes capacity development and brings higher levels of personal commitment among followers. However, transformational leadership occurs when leaders expand and elevate the interests of their employees. (Kelly, 2003; Yukl, 1989) asserts that transformational leaders elevate people from a low level of need. Transformational leaders are said to create trust, admiration, loyalty, and respect among their followers (Barbuto, 2005, p. 28). (Rice, 1993) determines that transformational leadership is also based on a thoughtful change in values ​​and beliefs by the leader. and their followers. From this emerges a key characteristic of transformational leadership. According to Gronn (1996), the educational leadership literature does not offer a single conception of the processes that constitute transformational leadership. Gronn (1996) emphasizes the close relationship between charismatic and transformational leadership. He highlights the absence of notions of charisma in some transformational leadership work. (Leithwood & Jantzi, 2000) present the four main factors that make up transformational leadership. They present the four main factors which are: 1.) Idealized influence, 2.) Inspirational motivation, 3.) Intellectual stimulation, 4.) Individualized consideration. The additive effect of transformational leadership supports these four main factors Hall, Johnson, Wysocki, and Kepner (2002, p. 2). It will be very important to evaluate the four main factors and the effect they can have when dealing with the topic of discussion which is the role of the principal in shaping school culture.