Öz
This study aimed to pinpoint the notions and characteristics of authentic leadership showing the degree of practicing it among secondary education. To this end, it offers a comprehensive vision that reinforces the authentic leadership behaviors in secondary education in Palestine. The data of the study was collected from secondary school teachers in the Gaza Strip, and the study sample consisted of (N=477) teachers. As for the study tool the researcher used the Arabic version of the authentic leadership scale developed by ALQ Avolio and colleagues (2007). To test the hypotheses of the study, the researcher analyzes the data obtained with the scales with descriptive methods.
Based on the research results, it was determined that the authentic leadership behaviors exhibited a moderate degree in secondary schools, this result shows that there is a need to enhance authentic leadership behaviors in educational Institutions. Furthermore, there were no variations in authentic leadership behaviors levels among the schools based on gender (male, female). However, disparities do emerge in the “Balanced Processing” and “Self-awareness” dimensions, where male participants excel in terms of balanced processing skills and self-awareness capabilities. As for educational type (Science, Literature), there were no variations in authentic leadership behaviors. Although no significant disparities were found in the Relational transparency, Balanced Processing, and Internalized moral perspective dimension, a significant difference was detected in the “Self-awareness” dimension. This outcome suggests that participants with a science education background tend to have stronger opinions in the self-awareness dimension compared to those with a literature education background.
Anahtar Kelimeler
Kaynakça
- Al-Hajjar, Raed Hussein (2017) The Degree of Practicing Authentic Leadership among Secondary School Principals in Gaza Governorates and its Relation to Some Variables .Al-Aqsa University Journal (Humanities Series), 2(21), 23-207.
- Al-Harithi, Abdullah bin Saad Awad (2020) Authentic Leadership among Leaders of Private Schools in Jeddah Governorate and its Relationship to Trust in the Leader from the Point of View of Teachers. Journal of the College of Education in Mansoura 112 (2), 716-743
- Aljuhni, Ahmed (2019), The Behavior of Authentic Leadership among the Leaders of General Education Schools in Yanbu Governorate and its Relationship to Organizational Health from the Teachers’ Point of View. Egyptian Journals. 3-69, (1)108
- Al-Mohameed, Basem bin Ibrahim (2021). Reality of Practicing Permanent leadership by academic leaders in The College of Education Imam Muhammad Bin Saud Islamic University. Journal of Educational Sciences, 1(29).
- Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development: Getting to the Root of Positive forms of Leadership. The Leadership Quarterly, 16(3), 315-338. Avolio, B. J., Griffith, J., Wernsing, T. S., & Walumbwa, F. O. (2009). What is Authentic Leadership Development?, Edited by Nicola Garcea, Susan Harrington, and P. Alex Linley: Oxford Handbook of Positive Psychology and Work. Bamford, M., Wong, C. A., & Laschinger, H. (2013). The Influence of Authentic Leadership and Areas of Work Life on Work Engagement of Registered Nurses. Journal of Nursing Management, 21(3), 529-540. Begley, P. T. (2003). In Pursuit of Authentic School Leadership Practices. In the Ethical Dimensions of School Leadership (pp. 1-12). Springer, Dordrecht.
- Begley, P. T. (2004). Understanding Valuation Processes: Exploring the Linkage between Motivation and Action. International Studies in Educational Administration, 32(2).
- Chapman III, T. R. (2016). Authentic Leadership and Job Satisfaction: A Quantitative Examination of the Mediating Effects of Authentic Followership in the US Registered Nursing Community. Doctoral Dissertation. Minnesota: Capella University.
- El-bardan, Mohamed Fawzy. (2017). The role of Psychological Capital as a Mediating Variable in the Relationship between Authentic Leadership and Engagement with Work: A Field Study. Doctoral Dissertation, Faculty of Commerce, Sadat City University: Egypt
- Erickson, R. J. (1995). The Importance of Authenticity for Self and Society. Symbolic Interaction, 18(2), 121-144. Feng, F. I. (2016). School Principals’ Authentic Leadership and Teachers’ Psychological Capital: Teachers’ Perspectives. International Education Studies, 9(10), 245-255.
- Gardner,W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O (2005). “Can you See the Real me? A Selfbased Model of Authentic Leader and Follower Development. Leadership Quarterly, 16, 343-372.
- Gay, L. R., Mills, G. E., & Airasian, P. W. (2009). Educational Research: Competencies for Analysis and Applications, Upper Saddle River, NJ: Merrill. George, B., Sims, P. , McLean, A. N., & Mayer, D. (2007). Discovering your Authentic Leadership. Harvard Business Review, 85(2), 129.
- Harter, S. (2002). Authenticity. In C. R. Snyder, & S. Lopez (Eds.), Handbook of Positive Psychology (pp. 382–394). Oxford, UK7 Oxford University Press.
- King, J. A. (2016). Authentic Public School Senior Leadership, Principal Job Satisfaction and the Differences between Senior Leaders’ Self-Assessment and Principals’ Evaluation of Their Leaders Authentic Leadership (Doctoral dissertation, Aurora University).
- Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-level Study. Journal of Management, 41(6), 1677-1697. Lusin, J. M. (2014). Employee Perceptions of Authentic Leadership and Outcomes of Planned Organizational Change. Doctoral Dissertation. Washington: The George Washington University.
- Luthans, F., & Avolio, B. (2003). Authentic Leadership: A Positive Development Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship (pp. 241-258). San Francisco, CA: Berrett- Koehler.
- Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). RETRACTED: The Relationship between Authentic Leadership and Follower Job Performance: The Mediating Role of Follower Positivity in Extreme Contexts.
- Rego, A., Vitória, A., Magalhães, A., Ribeiro, N., & e Cunha, M. P. (2013). Are Authentic Leaders Associated with more Virtuous, Committed and Potent Teams?. The Leadership Quarterly, 24(1), 61-79.
- Renlund, J. R. (2017). Authentic Leadership in Teams: A Review and Meta-Analysis. Doctoral Dissertation. Illinois: Benedictine University.
- Saeed, Hadeel, Hamid, Hamid (2019). Impact of Authentic Leadership on Contextual Performance Analytical Research in the Departments of Foreign Affairs. Journal of Economics and Administrative Sciences25(112) ., 49-71.
- Shamir, B., & Eilam, G. (2005). What’s your Story? A Life-stories Approach to Authentic Leadership Development. Leadership Quarterly, 16, 395–417.
- Stander, F. W., De Beer, L. T., & Stander, M. W. (2015). Authentic Leadership as a Source of Optimism, Trust in the Organisation and Work Engagement in the Public Health Care Sector. SA Journal of Human Resource Management, 13(1), 1-12. Stearns, M. (2012). The Relationship of Leadership Behaviors to Staff RN Job Satisfaction and Retention. Doctoral Dissertation. Arizona: Grand Canyon University.
- Swann Jr., W. B., Rentfrow, P. J., & Quinn, J. S. (2003). Self-verification: The Search for Coherence. In M. R. Leary, & J. P. Tangney (Eds.), Handbook of Self and Identity, (pp. 367–383). New York7 Guildford Press.
- Tamayo-Torres, I., Ruiz-Moreno, A., & Verdú, A. J. (2010). The Moderating Effect of Innovative Capacity on the Relationship between Real Options and Strategic Flexibility. Industrial Marketing Management, 39(7), 1120-1127. Tuttle, M. D. (2009). True North or Traveled Terrain? An Empirical Investigation of Authentic Leadership. Doctoral Dissertation. Florida: University of South.
- Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-based Measure. Journal of Management, 34(1), 89-126. Williams, L. C. (2014). The Relationship Between Authentic Leadership and Job Satisfaction in a University Setting (Doctoral dissertation, Capella University). Minneapolis, Minnesota
- Wong, C. A., & Cummings, G. G. (2009). The Influence of Authentic Leadership Behaviors on Trust and Work Outcomes of Health Care Staff. Journal of Leadership Studies, 3(2), 6-23. Yasir, M., & Mohamad, N. A. (2016). Ethics and Morality: Comparing Ethical Leadership with Servant, Authentic and Transformational Leadership Styles. International Review of Management and Marketing, 6(4), 310-316
Öz
Bu çalışma, lise okullarda uygulanma derecesini gösteren otantik liderliğin özelliklerini belirlemeyi amaçlamıştır. Bu amaç doğrultusunda Filistin’de ortaöğretimde otantik liderlik davranışlarını güçlendiren kapsamlı bir vizyon sunmaktadır. Araştırmanın verileri Gazze Şeridi’ndeki lise okullarından toplanmış olup, örneklemini (N=477) öğretmenler oluşturmuştur. Araştırmacılar, araştırmanın aracı olarak ALQ Avolio ve arkadaşları (2007) tarafından geliştirilen otantik liderlik ölçeğinin Arapça versiyonunu kullanmıştır. Araştırmanın hipotezlerini test etmek için araştırmacılar, ölçeklerle elde edilen verileri betimsel analiz yöntemleri kullanarak incelemiştir.
Araştırma sonuçları, lise okullarında otantik liderlik davranışlarının orta düzeyde sergilediğini göstermiştir, bu sonuç, eğitim kurumlarında otantik liderlik davranışlarının geliştirilmesi gerekliliğini vurgulamaktadır. Ayrıca cinsiyete (erkek, kadın) göre okullar arasında otantik liderlik davranışı düzeylerinde farklılık bulunmamıştır. Ancak erkek katılımcıların dengeli değerlendirme becerileri ve öz farkındalık yetenekleri açısından üstün olduğu “ Dengeli Değerlendirme” ve “Öz Farkındalık” boyutlarında eşitsizlikler ortaya çıkıyor. Eğitim türüne (Fen, Edebiyat) bakıldığında ise otantik liderlik davranışlarında herhangi bir farklılık tespit edilmemiştir. İlişkilerde Şeffaflık, Dengeli Değerlendirme ve İçselleştirilmiş Ahlak Anlayışı boyutunda anlamlı bir farklılığa rastlanmazken, “Öz Farkındalık” boyutunda anlamlı bir farklılık saptanmıştır. Bu sonuç, fen bilgisi eğitimi geçmişine sahip katılımcıların, edebiyat eğitimi geçmişine sahip katılımcılarla karşılaştırıldığında öz farkındalık boyutunda daha güçlü görüşlere sahip olduğunu göstermektedir.
Anahtar Kelimeler
Kaynakça
- Al-Hajjar, Raed Hussein (2017) The Degree of Practicing Authentic Leadership among Secondary School Principals in Gaza Governorates and its Relation to Some Variables .Al-Aqsa University Journal (Humanities Series), 2(21), 23-207.
- Al-Harithi, Abdullah bin Saad Awad (2020) Authentic Leadership among Leaders of Private Schools in Jeddah Governorate and its Relationship to Trust in the Leader from the Point of View of Teachers. Journal of the College of Education in Mansoura 112 (2), 716-743
- Aljuhni, Ahmed (2019), The Behavior of Authentic Leadership among the Leaders of General Education Schools in Yanbu Governorate and its Relationship to Organizational Health from the Teachers’ Point of View. Egyptian Journals. 3-69, (1)108
- Al-Mohameed, Basem bin Ibrahim (2021). Reality of Practicing Permanent leadership by academic leaders in The College of Education Imam Muhammad Bin Saud Islamic University. Journal of Educational Sciences, 1(29).
- Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development: Getting to the Root of Positive forms of Leadership. The Leadership Quarterly, 16(3), 315-338. Avolio, B. J., Griffith, J., Wernsing, T. S., & Walumbwa, F. O. (2009). What is Authentic Leadership Development?, Edited by Nicola Garcea, Susan Harrington, and P. Alex Linley: Oxford Handbook of Positive Psychology and Work. Bamford, M., Wong, C. A., & Laschinger, H. (2013). The Influence of Authentic Leadership and Areas of Work Life on Work Engagement of Registered Nurses. Journal of Nursing Management, 21(3), 529-540. Begley, P. T. (2003). In Pursuit of Authentic School Leadership Practices. In the Ethical Dimensions of School Leadership (pp. 1-12). Springer, Dordrecht.
- Begley, P. T. (2004). Understanding Valuation Processes: Exploring the Linkage between Motivation and Action. International Studies in Educational Administration, 32(2).
- Chapman III, T. R. (2016). Authentic Leadership and Job Satisfaction: A Quantitative Examination of the Mediating Effects of Authentic Followership in the US Registered Nursing Community. Doctoral Dissertation. Minnesota: Capella University.
- El-bardan, Mohamed Fawzy. (2017). The role of Psychological Capital as a Mediating Variable in the Relationship between Authentic Leadership and Engagement with Work: A Field Study. Doctoral Dissertation, Faculty of Commerce, Sadat City University: Egypt
- Erickson, R. J. (1995). The Importance of Authenticity for Self and Society. Symbolic Interaction, 18(2), 121-144. Feng, F. I. (2016). School Principals’ Authentic Leadership and Teachers’ Psychological Capital: Teachers’ Perspectives. International Education Studies, 9(10), 245-255.
- Gardner,W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O (2005). “Can you See the Real me? A Selfbased Model of Authentic Leader and Follower Development. Leadership Quarterly, 16, 343-372.
- Gay, L. R., Mills, G. E., & Airasian, P. W. (2009). Educational Research: Competencies for Analysis and Applications, Upper Saddle River, NJ: Merrill. George, B., Sims, P. , McLean, A. N., & Mayer, D. (2007). Discovering your Authentic Leadership. Harvard Business Review, 85(2), 129.
- Harter, S. (2002). Authenticity. In C. R. Snyder, & S. Lopez (Eds.), Handbook of Positive Psychology (pp. 382–394). Oxford, UK7 Oxford University Press.
- King, J. A. (2016). Authentic Public School Senior Leadership, Principal Job Satisfaction and the Differences between Senior Leaders’ Self-Assessment and Principals’ Evaluation of Their Leaders Authentic Leadership (Doctoral dissertation, Aurora University).
- Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-level Study. Journal of Management, 41(6), 1677-1697. Lusin, J. M. (2014). Employee Perceptions of Authentic Leadership and Outcomes of Planned Organizational Change. Doctoral Dissertation. Washington: The George Washington University.
- Luthans, F., & Avolio, B. (2003). Authentic Leadership: A Positive Development Approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship (pp. 241-258). San Francisco, CA: Berrett- Koehler.
- Peterson, S. J., Walumbwa, F. O., Avolio, B. J., & Hannah, S. T. (2012). RETRACTED: The Relationship between Authentic Leadership and Follower Job Performance: The Mediating Role of Follower Positivity in Extreme Contexts.
- Rego, A., Vitória, A., Magalhães, A., Ribeiro, N., & e Cunha, M. P. (2013). Are Authentic Leaders Associated with more Virtuous, Committed and Potent Teams?. The Leadership Quarterly, 24(1), 61-79.
- Renlund, J. R. (2017). Authentic Leadership in Teams: A Review and Meta-Analysis. Doctoral Dissertation. Illinois: Benedictine University.
- Saeed, Hadeel, Hamid, Hamid (2019). Impact of Authentic Leadership on Contextual Performance Analytical Research in the Departments of Foreign Affairs. Journal of Economics and Administrative Sciences25(112) ., 49-71.
- Shamir, B., & Eilam, G. (2005). What’s your Story? A Life-stories Approach to Authentic Leadership Development. Leadership Quarterly, 16, 395–417.
- Stander, F. W., De Beer, L. T., & Stander, M. W. (2015). Authentic Leadership as a Source of Optimism, Trust in the Organisation and Work Engagement in the Public Health Care Sector. SA Journal of Human Resource Management, 13(1), 1-12. Stearns, M. (2012). The Relationship of Leadership Behaviors to Staff RN Job Satisfaction and Retention. Doctoral Dissertation. Arizona: Grand Canyon University.
- Swann Jr., W. B., Rentfrow, P. J., & Quinn, J. S. (2003). Self-verification: The Search for Coherence. In M. R. Leary, & J. P. Tangney (Eds.), Handbook of Self and Identity, (pp. 367–383). New York7 Guildford Press.
- Tamayo-Torres, I., Ruiz-Moreno, A., & Verdú, A. J. (2010). The Moderating Effect of Innovative Capacity on the Relationship between Real Options and Strategic Flexibility. Industrial Marketing Management, 39(7), 1120-1127. Tuttle, M. D. (2009). True North or Traveled Terrain? An Empirical Investigation of Authentic Leadership. Doctoral Dissertation. Florida: University of South.
- Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-based Measure. Journal of Management, 34(1), 89-126. Williams, L. C. (2014). The Relationship Between Authentic Leadership and Job Satisfaction in a University Setting (Doctoral dissertation, Capella University). Minneapolis, Minnesota
- Wong, C. A., & Cummings, G. G. (2009). The Influence of Authentic Leadership Behaviors on Trust and Work Outcomes of Health Care Staff. Journal of Leadership Studies, 3(2), 6-23. Yasir, M., & Mohamad, N. A. (2016). Ethics and Morality: Comparing Ethical Leadership with Servant, Authentic and Transformational Leadership Styles. International Review of Management and Marketing, 6(4), 310-316
Ayrıntılar
| Birincil Dil | İngilizce |
|---|---|
| Konular | Ekonomi, İşletme ve Yönetim Müfredatı ve Öğretimi |
| Bölüm | Araştırma Makaleleri |
| Yazarlar | |
| Yayımlanma Tarihi | 31 Aralık 2023 |
| Gönderilme Tarihi | 29 Eylül 2023 |
| Yayımlandığı Sayı | Yıl 2023 Sayı: 13 |
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