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1.
《Journal of Further & Higher Education》2012,36(1):95-106
Literature concerning leadership styles in HE provides no distinct view on whether style relates to gender. Transformational styles are regarded by some as particularly suited to times of change, and likely to be adopted by women; but others argue such styles are unsuited to HE. In a study of leadership within an institute of higher education undergoing change, transformational and transactional leadership behaviours were identified in all senior managers, male and female. However, when official communications were plotted over time, transformational attitudes were superseded by transactional. Women managers apparently identified more with male gender paradigms and displayed male-type leadership behaviours, whilst men showed female paradigm identification and female-type leadership. Additionally, managers indicated that past experience of ‘poor’ management and their subject training had greatly influenced their leadership approaches. 相似文献
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School leadership has been well researched in developed countries. However, in Asia, particularly in Indonesia, school leadership has not been well explored. Using survey data from a sample of 475 teachers in six Lampung school districts, this paper examines the relationships between school principal leadership styles and school principal decision-making styles in an Indonesian school context. Findings are that most of the relationships between school principal leadership styles and school principal decision-making styles are significant. These findings suggest that teachers perceive that principals should exhibit much more transformational leadership style and rational decision-making style but avoid laissez-faire leadership style and avoidant decision-making style. 相似文献
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School leadership is seen as important for both schools and for government and private policy-makers. The relationships between teacher-perceived principal leadership styles, teacher-perceived principal decision-making styles and teacher-perceived job satisfaction in schools in Lampung Province, Indonesia were examined. Data were collected by questionnaires from 475 teachers. This paper uses Indonesian data, but the relationships studied will be of wider interest to school stakeholders in Indonesia and to a wider global readership. Considerable effort was placed on the collection of robust data to address existing gaps in the literature about these relationships. The data are available to be shared with other interested parties. Findings suggest that five variables (of the nine variables that were studied) can significantly (p?相似文献
4.
Marietta Del Favero 《高等教育研究与发展》2006,25(3):277-292
This empirical study examined a sample of 210 academic deans in research and doctoral institutions in the United States to investigate the relationship between academic discipline and the preparation of deans for their leadership role. Respondents reported relying on experience in past administrative posts and past relationships with faculty leaders as the most highly valued approaches to learning what the deans’ job entails. Findings suggest that how deans understand their role is very much related to the unique experiences they have accumulated as a faculty member. Despite the low reliance overall on trial‐and‐error as a learning approach, deans in pure fields reported relying more on trial‐and‐error than deans from applied fields. This finding suggests that academic discipline cannot be discounted in considering the preparation of faculty for leadership roles. 相似文献
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THE ACADEMIC DEAN: An Imperiled Species Searching for Balance 总被引：1，自引：0，他引：1
Gmelch Walter H. Wolverton Mimi Wolverton Marvin L. Sarros James C. 《Research in higher education》1999,40(6):717-740
The academic deanship is the least studied andmost misunderstood position in the academy. The work ofadministration and the pursuit of scholarly endeavors donot make good bedfellows since deans' academic interests turn them firmly toward theirdepartments, but their leadership of the colleges andschools depends largely on directions from the provostand university. The resulting paradoxical situationcauses many academic leaders to burn out from thestrain of trying to be effective administrators, on theone hand, and attempting to protect the academicautonomy and independence of faculty on the other(Gmelch and Miskin, 1993, 1995). Many academic leaders,such as deans, end their administrative careers fatiguedand suffering from excessive levels of stress (Gmelchand Burns, 1994). The first phase of this study explores the sources of stress experienced bydeans in both Australia and the United States. 相似文献
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This paper investigates how a sample of female Singaporean secondary school principals perceived their leadership styles and compares their responses to a similar study carried out recently of female English head teachers. The education systems of England and Singapore are quite different. The English environment allows schools significant autonomy in personnel management and the majority of head teachers and senior managers are male. In contrast, the Singaporean educational environment is quite centralized, including the management of career paths, and the proportion of female senior managers is much higher. Interviews were conducted with 11 female Singaporean principals to identify their styles of management, leadership perspectives, and attitudes. The discussion first focuses on whether or not the styles of the principals in relation to ‘masculine’ or feminine’ stereotypes of leadership were similar to those of the English head teachers. Further comparison is made of the leadership attributes of the two sets of principals, including styles of management, decision‐making, working environment, need for vision, and values. 相似文献
7.
School leadership is fundamental to the educational functioning of schools and their improvements of results. The study employed a qualitative approach to explore school principals’ leadership styles and the educational performance of learners in high- and low-performing schools in Vhembe District, Limpopo, South Africa. The participants were purposefully selected from 10 secondary schools in terms of their performance. Focus group interviews were conducted with five teachers from each school. The interview data was transcribed and analysed, and identical patterns of coded data were grouped together under emerging themes. The overall results of the study indicated that the democratic leadership style together with the transformational leadership style contribute to high educational performance of learners. School principals from high- and low-performing schools employ a democratic leadership style and differ only in the sense that the latter are permissive or lenient towards learners’ behaviours or conduct. The study recommends that school principals engage teachers as members of a disciplinary committee in order to deal with those learners whose conduct is not conducive to successful teaching and learning. It is recommended that school principals from low-performing schools strengthen their democratic leadership by not being lenient to learners’ behaviour which is not conducive to successful teaching and learning. 相似文献
8.
Ramona Buske 《School Effectiveness & School Improvement》2018,29(2):262-284
The study examines the correlation between collective innovativeness of the teaching staff and the principal’s leadership style as well as additional school structure characteristics. The construct of collective innovativeness is examined as a precondition of successful school improvement processes driven by the teaching staff. Based on theoretical interdisciplinary analyses and empirical findings, the examined hypothesis was that the principal’s leadership directly and positively influences the collective innovativeness of the teaching staff. The results of the structural equation modeling (partial least squares regression) indicate that the principal’s leadership style is the strongest predictor of teachers’ collective innovativeness and, together with the teaching staff’s perception of hierarchical structures and autonomy within the school, explained 51% of variance in the construct. The paper highlights important aspects of principals’ leadership styles that can encourage collective innovativeness among teachers. 相似文献
9.
Allan Bolton 《Higher Education》1996,31(4):491-506
Qualitative research based on in-depth interviews with seventeen deans of schools of business in US and European universities reveals that morale is higher than has been suggested despite great pressures on the deans' leadership and management abilities. The deans report spending an average of forty-five percent of their time working with external constituents and suffering from excessive workloads. They regard themselves as less powerful than leaders in business whilst being equally accountable financially. They see themselves as facilitators for their colleagues. Whilst acknowledging mistakes and the major scale of challenges ahead, most report a high degree of commitment and enthusiasm. There was no evidence of national cultural differences in organisation or attitudes. None of the deans experienced formal training and development to prepare them for their role. The study may provide some pointers to the possible content and appropriate means of delivering such provision. 相似文献
10.
Schools in Western cultures, including Israel, have been transformed from closed to open systems. This change is especially important to the principal’s role and leadership style. This article seeks to investigate the cultural-religious differences in Israeli Jewish principals’ leadership styles. Data were collected from 1,859 teachers, 34% from ultra-Orthodox schools, 50% state-religious schools, and 16% from state-secular schools. Regression results support the study's main hypotheses: cultural-religious orientation explains participative and transactional leadership styles but not transformational leadership. We discuss the implications of these findings for both theory and practice. 相似文献
11.
Tak Ming Yu 《教育心理学》2011,31(3):301-317
This study examines the association between teachers’ preferred interpersonal behaviour in teaching and their thinking styles. A sample of 131 secondary teachers from Hong Kong (n = 94) and Macau (n = 37) participated in a survey to measure their preferred interpersonal behaviour by the questionnaire for teacher interaction (QTI) and their thinking styles by the thinking style inventory‐revised (TSI‐R). Results indicated that teachers in both regions preferred to employ student‐centred interpersonal behaviour (leadership, helpful and friendly, understanding and freedom teaching styles) in the classroom teaching. Teachers’ thinking styles were related to their preferred interpersonal teaching styles. Specific relationships were found between the types of thinking styles and their preferred teacher interpersonal behaviour among Hong Kong and Macau teachers. 相似文献
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对于认知风格的研究再度引起人们的高度关注,且应用型的研究变得越来越重要。在"教—学—研"的过程中,学生的认知风格不仅会影响其选择学习策略,也影响教师自身对教学策略的抉择。如果教师能了解学生不同的认知风格结构对学习的影响,就能针对不同的学习任务、有差异的学习环境等因素制定不同的教学方案及策略。社会对高素质外语人才的需求与日俱增,在这种大环境中,对外语学习者的认知风格的研究就显示出前所未有的重要性。 相似文献
14.
The purpose of this study was to investigate the extent to which leadership styles predict school climate, in order to identify whether a relationship exists between principals’ perceived practices of instructional and distributed leadership and their perceptions of school climate (mutual respect and school delinquency), controlling for a net of principal and school characteristics. This research was conducted on a principal data-set from the 2013 Teaching and Learning International Survey (TALIS), which was administered by the Organization for Economic Co-operation and Development (OECD). Several linear regression models with and without the country controlled dummy variables were conducted, respectively. Results indicated that principals’ perceived distributed and instructional leadership practices are significant predictors of staff mutual respect in the school. Nevertheless, such leadership styles did not appear as important factors for school delinquency and violence. School size and socio-economic status turned out to be the two most important factors predicting school safety. These results add nuance to the findings of previous studies that principals’ emphasis on instructional practice and sharing leadership can play a significant role in promoting the trust, collegiality and respect among staff. However, more than such leadership styles may be needed for creating a safe and orderly school environment. 相似文献
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Perceived leadership soft skills and trustworthiness of deans in three Malaysian public universities
Keow Ngang Tang Wallapha Ariratana Saowanee Treputharan 《Educational Research for Policy and Practice》2013,12(3):211-224
Soft skills comprised both rational and emotional elements, becoming a new focus on leadership, as behavior displayed during interaction with other individuals will affect effective interaction outcomes. This study aimed to examine the leadership soft skills of deans in public universities of Malaysia. This survey designed research was performed to investigate the relationship between the eight components of leadership soft skills composed of collaboration/teamwork, communication skills, initiative, leadership ability, people development/coaching, personal effectiveness/personal mastery, planning and organizing and presentation skills with perceived trustworthiness. The conceptual framework of this study is based on the Crosbie’s model of leadership soft skills and Mayer, Davis and Schoorman’s model of organizational trust. A total of 376 support staff grade 17–36 was selected as respondents through stratified sampling technique. The method of analysis used are mean score, standard deviation, Pearson correlation and multiple regression Stepwise. Findings indicated that deans implemented moderately all the eight components of leadership soft skills. Perceived trustworthiness were significantly related with all the eight components of leadership soft skills at significance level of 0.01. The significant predictors for perceived trustworthiness were communication skills, planning and organizing and presentation skills. Finally, this study also provided recommendations and suggestions for future research. 相似文献
16.
Francis Owusu 《International Journal of Leadership in Education》2017,20(2):220-245
This study explores the meaning and competencies of ‘research leadership’ in the African context and investigates strategies for developing it. Data for the study were gathered through an online survey that targeted recipients of research grants/support from key research funders to selected African institutions. The recipients of these grants were either research leaders or team members. The study employs a mixed methodology approach with empirical data drawn from focus group discussions and online surveys of English-speaking research leaders and research teams whose research work was supported by the selected funding institutions. In line with literature of leadership styles in Africa, our results suggest that preferred research leadership style for African researchers is different in some ways, especially with its attention to the ‘human touch’. Respondents preferred ‘people/relationship orientated’, ‘taskorientated’ and ‘democratic/participative’ styles of leadership, all of which have strong elements of Ubuntu (humaneness). The study also showed that leadership development for many in Africa involves mostly ‘learning by doing’ and informal mentoring, and less formal training opportunities. We explore policy implications of our findings with reference to research leadership development in African institutions, paying particular attention to challenges faced by female research leaders, and stress that research leadership development in Africa must be seen as a long-term and continuous activity and calls for more formal leadership development opportunities to complement the existing informal approaches. 相似文献
17.
Alexander Ardichvili 《Performance Improvement Quarterly》2001,14(1):96-117
The purpose of this research was to identify leadership styles of today's Russian enterprise managers and to determine how these styles are related to employees' subjective evaluation of managerial performance. The survey was based on Bass and Avolio's MLQ5x leadership styles instrument. Valid responses were received from 1,216 managers and employees at three large manufacturing enterprises located in Moscow. The study results suggest that Russian managers used three well‐known leadership styles—transactional, transformational, and laissez‐faire. However, the laissez‐faire style was not prevalent. Overall, transactional leadership was used more often than transformational leadership. Transactional contingent ceward leadership was used more often than any other approaches. Charisma and Individualized Consideration have received the lowest scores among the transformational leadership style dimensions. Tests of the relationship between leadership styles and managerial performance measures indicate that transformational leadership‐and one of its components, Charisma‐had the strongest relationship with positive outcomes. Implications for developing leadership training programs in Russia and for the transfer of Western training and development approaches are discussed. 相似文献
18.
Background: Changes in lab style can lead to differences in learning. Two inquiry-oriented lab styles are guided inquiry (GI) and problem-based (PB). Students’ attitudes towards lab are important to consider when choosing between GI and PB styles during curriculum design. Purpose: We examined the degree to which lab experiences are explained by a GI or a PB lab style vs. students’ attitudes towards specific aspects of the experience, reflected by perceived excitement (exc), difficulty (dif), time efficiency (eff) and association between lab and lecture material (help). Sample: Approximately 1000 students attending first-semester, college biology lab for science majors at the University of Colorado at Boulder, USA, participated in the study. Design and method: In 2007, two labs were run as GI and one as PB. Formats were switched in 2008. Attitudes were assessed with a post-semester survey. Results: Only the four attitude variables (not lab style) had a strong relationship with overall lab rating which was most strongly related to exc, followed by dif and help/eff. Dif and eff had the greatest influence on attitudes for or against GI vs. PB labs, and help and exc had little influence on a GI vs. a PB lab. Also, when dif was low, students’ attitudes were not significantly different between PB and GI labs, but when dif was high, students’ significantly rated GI labs higher than PB labs. Conclusions: Students’ attitudes towards lab are more dependent on specific aspects of the experience than on lab style. Changes in GI vs. PB lab styles primarily influence dif and eff rather than exc and help. Dif may be an important factor to consider when implementing a lab in the PB vs. the GI format. It might be good to go with a GI when dif is high and a PB when dif is low. 相似文献
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Yin Cheong Cheng 《School Effectiveness & School Improvement》2013,24(3):299-317
This study aims to investigate how principal's leadership is related to school performance in terms of multi‐level indicators such as school's organizational characteristics, teachers’ group‐level and individual‐level performances, and students’ performances. In the study, strong leadership represents that a principal can be supportive and foster participation for teachers, can develop clear goals and policies and hold people accountable for results, can be persuasive at building alliances and solving conflicts, can be inspirational and charismatic, and can encourage professional development and teaching improvement. The strong leadership is found associated with high organizational effectiveness, strong organizational culture, positive principal‐teachers relationship, more participation in decision, high teacher esprit and professionalism, less teacher disengagement and hindrance, more teacher job satisfaction and commitment, and more positive student performance particularly on attitudes to their schools and learning. The findings support that principal's leadership is a critical factor for school performance at multi‐levels. Implications are advanced for further study and development of leadership. 相似文献