Examining the role of leadership,trust for school culture and policy

Quality of life relies on also the quality of working context and the group dynamic. Culture of schools, trust and leadership facilitate quality in fostering strategic policies in establishing policy and development. The aim of the research study is to examine the role of leadership, trust for school culture in regard to the perceptions of inspectors. As this research stands on qualitative nature, experiences, perceptions of research participants shape the current understanding to give insights on the role of leadership, trust. In addition, establishing school culture is a part of quality to set policy in terms of development, inspection is a moderation of encapsulating the nature of school culture. Interview was employed to gain understanding and experiences of inspectors in relation to leadership, trust for the school culture. Mission, vision of schools, principles of schools, loyalty to schools, policies, objectives of practices in schools, social interaction in schools. Thematic analysis through laddering was done that five themes were established in examining leadership, trust in the school culture. It is important that employees in the training organization act in a joint view on implementing educational objectives. This is achieved by developing positive attitudes in people and by being able to act constructively with each other. The research results revealed that the inspectors who are currently working at the Ministry of National Education have their views on the mission, vision and leadership of schools and what they think about school culture trust in schools.

     

Human Resource Management Practices and Trust in Public Organizations

Abstract

Trust has been acknowledged as a valuable managerial resource within organizations. Working as a lubricant of organizational functioning, trust reduces opportunistic behaviours while it increases voluntary compliance to organizational norms and rules as well as enhancing individual and organizational performance. Considering the importance of trust, it is worthwhile to explore what factors may help build trust within organizations. This research investigates whether perceptions of several human resource management (HRM) practices are associated with trust in government organizations. According to social exchange theory, HRM practices signal management's commitment to employees which in turn leads to greater trust in the organization. Using data from an employee survey conducted for the Georgia Department of Transportation in 2007, this research tests how employee perceptions of HRM practices are related to trust in three distinct levels of management in a large department of state government: trust in department leadership, trust in one's leadership team, and trust in one's supervisor. Binary logit analyses suggest that perceptions of HRM practices focusing on autonomy, compensation, communication, performance appraisal, and career development are associated with trust in public organizations. According to the result, those practices present variation in their leverage on trust in leadership at different levels.     

Examining transformational leadership,job satisfaction,organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees

Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.     

An evaluation of educational and administrative decision making process in tolerance school context for job motivation

The aim of this study is to specify class and branch teacher participation in educational and administrative decision making and their desire to participate, and reveal the level of relation between participation in decision making and job motivation. In the study a relational scanning model was made use of. The participants, 118 class and 70 branch teachers, 188 in total, from 11 schools were picked through simple random sampling method. According to the results, teachers are more involved in educational decision making in schools than in administrative decision making. Teachers, on the other hand, desire to have more participation educational and administrative decision making within their respective schools. In terms of gender, branch and professional seniority, the level of participation of teachers in decision making and their willingness to participate in decision making are close to each other. Despite the insufficient levels of participation of teachers in decision making, their motivation levels are generally high. As the level of participation of teachers in decision making has a strong relationship with their level of motivation, motivation levels increase as teachers’ participation in decision making increase. Therefore, school administrators should be trained on persuading participation and treat teachers fairly and provide equal opportunities to help them increase their organizational and administrative motivation level.

     

Reform in public organizations: the roles of ambidextrous leadership and moderating mechanisms

Reform in public organizations is vital to the improvement of public services and public trust. The primary aim in this research is to investigate the role of ambidextrous leadership in catalysing organizational reform. The research further seeks an insight into moderating mechanisms for this effect. The research employed a two-wave research design to collect data from 531 employees and 186 department managers working in governmental agencies in Vietnam context. The results from the data analysis shed light on the effect of ambidextrous leadership on organizational reform as well as the mechanisms in which employees’ role breadth self-efficacy and public service motivation moderate such an effect.     

The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust

This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.     

Motivating faculty through transactional and transformational leadership strategies

The use of both transactional and transformational leadership strategies can have a tremendous impact on the dynamics of organizational agility and subsequent competitive advantage. For educational institutions, organizational agility refers to the ability of administration and faculty to identify, acknowledge, and adapt to factors important to academic quality, quality of instruction, and overall learning experiences. When it comes to motivating faculty performance, both transactional and transformational leadership styles are important. From a transactional perspective, faculty appreciate administrators who clearly communicate both university and departmental goals. For true motivation, administrators must seek to affect faculty on an intrinsic level where personal efficacy is raised through the successful accomplishment of objectives. A model for college steering committees and a specific faculty training program for sharper instructional focus are presented.     

A conscious‐authentic leadership approach in the workplace: Leading from within

This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious‐authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious‐authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee‐withdrawal behavior and absenteeism during the period 2003–2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self‐awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self‐assessment of personal attributes and leadership style. The findings provide a working definition of conscious‐authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace.     

Understanding the elements of empathy as a component of care‐driven leadership

Empathy plays a pivotal role in educational leadership practice. It creates and maintains a sound and dynamic interpersonal milieu in dynamic social enterprises such as schools, colleges, and universities. A phenomenological study was conducted to probe deeper the meaning of empathy as it is lived and constituted in the awareness of a select group of 13 Filipino academic administrators representing colleges in the Philippines. Anchored on the central question, “how do Filipino academic administrators collectively typify in their school leadership practices the elements of empathic concern, perspective taking, and empathic matching,” semistructured (Patton, 1990) and in‐depth interviews were conducted. Field texts were analyzed via a repertory grid. Through constant comparative analyses, an interesting set of conceptual categories notably describes the human and humane side of a caring leader, typified in the ability to effect listening, confluencing, and scaffolding in the journey with the faculty.     

Wolf in Sheep's Clothing: Harmful Leadership with a Moral Façade

The current qualitative study used narrative inquiry to explore white supremacist leadership and how it aligns with and differs from transformational, servant, and charismatic leadership theories. By examining the concepts and examples of leadership within the white supremacist movement, an image of harmful leadership begins to develop. These leaders were found to use leadership strategies such as creating purpose, community building, follower focus and meaning making, empowerment and motivation, and trust and respect to gain followers. These strategies were combined with detrimental approaches to leadership that included pursuing and abusing power, developing a sense of self‐importance, using fear, and having a sense of isolation that contributed to a harmful leadership style. Harmful leadership and its implications for leaders and followers in more mainstream organizations are explored.     

Trust,individualism and job characteristics as predictors of employee preference for teamwork

Employee resistance has long been recognized as a key constraint on the success of organizational change initiatives. However, it is only recently that employee attitudes towards working in teams has been specifically investigated as a factor influencing team effectiveness. Using data from 218 employees in 40 self-managing work teams, we examined the relationship between trust, individualism, job characteristics and team members' attitudes towards teamwork. Providing a partial test of Mayer et al.'s (1995) relational model of trust, the results indicate that the two situational forms of trust (trust in co-workers and trust in management) were stronger predictors of an employee's preference for teamwork than propensity to trust. Trust in co-workers was found to partially mediate the relationship between a person's propensity to trust strangers and their preference for working in a team. The importance of considering the dispositional variables of propensity to trust and individualism as factors that influence an employee's preference for teamwork, as well as their trust in management, trust in co-workers and their opportunity for skill utilization are discussed.     

试谈民办学校教师归属感的建立

教师队伍不稳定已经成为民办学校发展过程中一个非常严重的问题。本文尝试从教师对学校的归属感的建立角度出发,通过对影响教师队伍的稳定的心理因素的研究,从中总结出建立教师归属感的对策,为民办学校管理者建立稳定的教师队伍起到一定的参考作用。     

Evaluation of administrative and supervisory performance of the directors of Special Education Institutions according to the teachers

In this research, the criticism of the performance of the managers of the Institutions of Special Education by the teachers was investigated. In this context, the school principals in the teaching process; planning, organizing, decision making, coordination, evaluation and supervision were questioned about the behaviors of the school in the eyes of the teachers and the suggestions of the teachers. The research was conducted in the Special Education Institutions in Nicosia. In the sample, interview questions were asked regarding the productivity and application levels to 13 teachers in 8 schools. In the findings of the research, the level of implementation of the administrators who work in the Special Education Schools in their behaviors related to the management processes is quite good. Feedback has been received at such a level that managers can appreciate both bilateral relations and each stage of the management process. As a result of the research carried out, change and development are necessary, even though the Director of the Special Education Institutions is considered sufficient in terms of planning, decision making and coordination in bilateral relations and increasing in-service training for teachers and principals nowadays, and training for the awareness of teachers’ communication and democratic attitudes is necessary.

     

Organizational Surveillance of Computer-Mediated Workplace Communication: Employee Privacy Concerns and Responses

Email, social media, and other types of computer-mediated workplace communication tools can enhance flexibility in how employees perform their jobs, expand networking opportunities, increase profits, cut costs, and enable collaboration among diverse groups across the globe. Despite their advantages, these technology tools can also cause security breaches, financial loss, employee distraction, and lawsuits. To prevent such damaging consequences, many companies monitor their employees’ computer-mediated workplace communication. However, this surveillance is often met with resistance from employees as it taps into concerns over workers’ privacy rights, due process, and fairness. We examine these employee concerns through an empirical study of full-time working adults’ beliefs about their computer-mediated workplace communication privacy and their evaluations of organizational justice, trust in upper management, and commitment to the organization. Our results suggest that employees who perceive less computer-mediated workplace communication privacy tend to view their organization’s policies as less fair, trust upper management less, and demonstrate less commitment to their organizations. Furthermore, results indicate that procedural justice mediated the relationship between privacy and organizational commitment and moderated the relationship between privacy and organizational trust.     

Transformational leadership behaviors,the empowering process,and organizational commitment: investigating the moderating role of organizational structure in Korea

Transformational leadership has received growing attention in leadership studies. However, open questions remain concerning its operationalization and its universal effectiveness. Drawing on transformational leadership theory and leadership contingency theory, this study explores these issues in an Asian context. Survey responses from 491 employees working for foreign subsidiaries in Korea were analyzed. Given their multi-dimensionality, transformational leadership behaviors were framed as a two-dimensional structure: organization-related behaviors (OBs) and person-related behaviors (PBs). Findings showed that both OBs and PBs were mediated by psychological empowerment to determine organizational commitment. More importantly, the findings indicated that the empowering process driven by both leadership behaviors is contingent on organizational structure. Specifically, centralization negatively moderated the empowering process of PBs. Formalization positively moderated the empowering process of OBs and negatively moderated that of PBs. These findings have noteworthy value by virtue of quantitatively revealing the organizational structure wherein the empowering process of transformational leadership behaviors is effectively induced in South Korea. Based on the results, significant theoretical and managerial implications are discussed.     

Leadership,governance, and perceptions of trust in the higher education industry

This article presents a trust‐centered, integrated model for achieving educational excellence in the higher education industry with focus on governing boards and strategies for academic quality and financial performance. The discussion includes leadership themes and strategies on development of teacher‐leaders, creating a culture of shared leadership and effective governance for performance outcomes, robust evaluations of student‐learning assessments for continuous improvement, and strategic leadership in the implementation of high‐quality programs. Perceptions of trust form the foundation of the integrated model with influences of personality, culture, motivation, values, reliability, competence, and intuition. Trust among board trustees is essential for creating collaborative environments for innovative change and educational performance excellence. Collaborative environments promote a sense of shared leadership and governance to encourage innovation and performance excellence at all levels within the educational institution.     

Perceived organizational support and knowledge sharing: employees’ self-construal matters

Abstract

HR professionals are expected to become more involved in knowledge management and facilitate knowledge sharing among employees in the knowledge economy. In this study, we investigated the relationship between perceived organizational support and knowledge sharing by taking account of employees’ interdependent and independent self-construal. Our hypotheses were examined using a 2-wave survey data-set from 145 teachers working at 4 Dutch vocational education and training schools. The results showed that perceived organizational support was positively related to knowledge sharing for employees either with a high interdependent self or with a low independent self. However, this positive relationship disappeared for employees either with a low interdependent self or with a high independent self. Overall, the moderating effect of self-construal revealed a new avenue towards a better understanding of the relationship between organizational support and employees’ knowledge sharing. It provided a tentative answer to the question of why organizational support does not often succeed in motivating employees to share their knowledge in the workplace.     

The Direct and Mediating Effects of Transactional and Transformational Leadership: A Comparative Approach

SUMMARY

The purpose of this study is to test a comprehensive model of relationships between transactional and transformational leadership trust in organizations, organizational justice, intention to leave and organizational citizenship behavior. The data were collected from 179 middle and direct levels managers in 17 private Egyptian organizations. The data were analyzed using regression analysis and structural equations analysis. The latter analysis provides the potential of examining the complex model as a whole. The focus of the analysis was on the direct and mediating effects of the leadership variables. The study results showed that transformational leadership has an influence over the outcome variables above and beyond the influence of the contextual variables. The implications, limitations and the future research directions were discussed.