1995
DOI: 10.1108/09578239510092505
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School climate and leadership: research into three secondary schools

Abstract: The principalship: the theory-practice gap In earlier times there was widespread belief that there was a set of personal and intellectual attributes required to be a successful leader and thus principal, i.e. the so-called "great man" or trait approaches [1]. As part of this view, it was thought that principals performed a series of easily identified and categorized roles or functions. In other words, there was concentration on what the principal should be like and what the principal should do. Thus, the view … Show more

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Cited by 23 publications
(23 citation statements)
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“…Research supports the importance of a transformational leadership style for the purpose of school reform and has examined the impact of leadership on school climate and self-efficacy separately. In our study, we hypothesized, first, that the principal's leadership style would impact on the school climate (Butterworth & Weinstein, 1996;Cheng, 1994;Dinham, 1995;Lohwithee, 2010;Pepper & Thomas, 2002;Taylor & Masih, 2002) and, second, that it would also impact on the teachers' self-efficacy (Calik, Sezgin, Kavgaci, & Cagatay, 2012;Demir, 2008;Kurt, Duyar, & Calik, 2012). Third, we hypothesized that the school climate would mediate the impact of leadership on teachers' self-efficacy (Meristo & Eisenshhmidt, 2014;Skaalvik & Skaalvik, 2010).…”
Section: Theoretical Frameworkmentioning
confidence: 99%
See 1 more Smart Citation
“…Research supports the importance of a transformational leadership style for the purpose of school reform and has examined the impact of leadership on school climate and self-efficacy separately. In our study, we hypothesized, first, that the principal's leadership style would impact on the school climate (Butterworth & Weinstein, 1996;Cheng, 1994;Dinham, 1995;Lohwithee, 2010;Pepper & Thomas, 2002;Taylor & Masih, 2002) and, second, that it would also impact on the teachers' self-efficacy (Calik, Sezgin, Kavgaci, & Cagatay, 2012;Demir, 2008;Kurt, Duyar, & Calik, 2012). Third, we hypothesized that the school climate would mediate the impact of leadership on teachers' self-efficacy (Meristo & Eisenshhmidt, 2014;Skaalvik & Skaalvik, 2010).…”
Section: Theoretical Frameworkmentioning
confidence: 99%
“…Sergiovanni and Starratt (1998) indicate that the school climate is, indeed, shaped by the behaviors and actions of the principal. Research results suggest strong relationships between the leadership style of the principal and the development of a positive school climate (Butterworth & Weinstein, 1996;Cheng, 1994;Dinham, 1995;Lohwithee, 2010;Pepper & Thomas, 2002;Taylor & Masih, 2002).…”
Section: School Leadershipmentioning
confidence: 99%
“…Howard and Johnson, 2004; Burchielli and Bartram, 2006). Managers and leaders in schools in Australia are also dealing with increasing pressures from several sources, such as autonomy in decision making, accountability and efficiency requirements (Wildy et al ., 2004), with evidence in some schools of poor communications between school leaders and teachers, minimal consultation with school staff in decision making and limited access for staff to discuss problems with their school's leaders (Dinham et al ., 1995). There is also evidence in some schools of interpersonal conflicts among teachers, particularly in situations where teachers are working in teams (Main, 2007).…”
Section: Introductionmentioning
confidence: 99%
“…Programs should consider how these philosophies influence a principal's approach to leadership. A principal's philosophy is a powerful influence on the culture of the school: what accomplishments get celebrated, what learning is rewarded, whose knowledge is valued, and who advances professionally (Dinham, Cairney, Craigie, & Wilson, 1995;Riehl, 2000;Ryan, 2003). These are the strategies that school leaders use to communicate to teachers, staff, and students which behaviours and achievements are to be emulated and which are to be avoided.…”
Section: A Feminist Reframing Of Bullying and Harassmentmentioning
confidence: 99%