This document discusses the relationship between instructional leadership behaviors of high school principals and teachers' organizational commitment. It analyzes data collected from 441 teachers across 28 high schools in Istanbul, Turkey. The findings show that principals displayed instructional leadership behaviors most in setting and sharing school goals, and least in supporting and developing teachers. Teachers' organizational commitment was low in compliance but medium in identification and internalization. A negative correlation was found between principal behaviors and commitment in adaptation, while a positive correlation was found for identification and internalization. Establishing an organized instructional environment significantly predicted organizational commitment sub-dimensions.
An Examination of the Influence of Leadership in the Achievement of Goals and...iosrjce
This study sought to examine the influence of the school head’s leadership in the achievement of
goals and objectives using the quantitative methodology. The study adopted the descriptive survey design. The
target population comprised of all secondary school teachers from Chikomba District in Mashonaland East
Province in Eastern Zimbabwe. The sample consisted of 120 teachers randomly sampled and of these, 64 were
female and 56 male. All the information was collected through a questionnaire which largely had close-ended
questions and two-open ended questions. The study revealed that the majority of teachers were not confident
with the leadership provided by their heads. The study recommends that the Ministry of Primary and Secondary
Education should prioritise training or retraining of heads on leadership skills.
Analysis of Teacher Leadership As A Teacher Development Model: An Opportunity...guest3c8a16c
Analysis of Teacher Leadership As A Teacher Development Model: An Opportunity for Reform and Improved Practice by Dr. Lisa D. Hobson and Dr. Lynn Moss
NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL, Editor-in-Chief, Dr. William Allan Kritsonis
An Examination of the Influence of Leadership in the Achievement of Goals and...iosrjce
This study sought to examine the influence of the school head’s leadership in the achievement of
goals and objectives using the quantitative methodology. The study adopted the descriptive survey design. The
target population comprised of all secondary school teachers from Chikomba District in Mashonaland East
Province in Eastern Zimbabwe. The sample consisted of 120 teachers randomly sampled and of these, 64 were
female and 56 male. All the information was collected through a questionnaire which largely had close-ended
questions and two-open ended questions. The study revealed that the majority of teachers were not confident
with the leadership provided by their heads. The study recommends that the Ministry of Primary and Secondary
Education should prioritise training or retraining of heads on leadership skills.
Analysis of Teacher Leadership As A Teacher Development Model: An Opportunity...guest3c8a16c
Analysis of Teacher Leadership As A Teacher Development Model: An Opportunity for Reform and Improved Practice by Dr. Lisa D. Hobson and Dr. Lynn Moss
NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL, Editor-in-Chief, Dr. William Allan Kritsonis
"Educational management is the theory and practice of the organization and administration of existing education establishments and systems."
Educational management, the name implies, operates in the educational organizations. There is no defining definition of educational management because its development has drawn heavily on several disciplines like economics, political science and sociology.
This program not only enriches the administrative and management skills in running an educational institute but provides great knowledge and skills to handle various situations related to educational institutes.
Management Practices of School Principals to Enhance Teacher Excellence in Co...JoanieHaramain1
This article focuses on the management practices of public secondary school principals as perceived by school managers and secondary school teachers to improve teacher excellence and students' performance for the attainment of quality education.
Instructional supervision and its relationship with professional developmentTadele Akalu
The main purpose of this study was to examine the existing perceptions of teachers toward instructional supervision in secondary schools in Addis Ababa, Ethiopia. It also explores if there are differences between beginner and experienced teachers in their attitudes toward and satisfaction with supervisory practices, and (possible) relationships with perceived professional development.
FUNCTIONS OF SCHOOL ADMINISTRATION AND SUPERVISIONJulie Anne Casa
Hope this will help you our fellow educators.
“We must always be mindful of who we are being while we are leading.” -Lolly Daskal, The Leadership Gap: What Gets Between You and Your Greatness
School Leadership Practices Towards Enhanced Classroom Management, School Env...AJHSSR Journal
ABSTRACT: Student learning isinfluenced by school leadership, classroom management, and
instructionaldelivery. To positively impact studentlearning, teachersrequire initial and
ongoingprofessionaldevelopment. The school administration must create an environmentthat inspires teachers to
enhancetheirteachingmethods and empowersstudents to improvetheiracademicachievement. This studywants
toevaluate the relationshipbetweenprincipals' and teachers' perceived impact of school leadership. The
studyuseddistributed leadership theory. This studyused descriptive research. Principals' school leadership
strategiescorrelatedpositivelywiththeirperceived impact on creating a pleasantschoolclimate. There wasalso a
moderate positive linkbetweenthe reported implications forclassroom management and studentacademic
performance. However, instructors' school leadership techniques correlatedhighlywiththeirreported impact on
improvingclassroom management and studentacademic performance. Their leadership techniques had a
moderatelybeneficialeffect on creating a positive schoolatmosphere. A proposed training program wasdesigned
to help develop and enhance the leadership skillsof administrators and teachers in improving classroom
management, school climate, and academic performance.
KEYWORDS :School leadership practices, classroom management, school environment, academic
performance, descriptive research, Schools Division of Zambales
"Educational management is the theory and practice of the organization and administration of existing education establishments and systems."
Educational management, the name implies, operates in the educational organizations. There is no defining definition of educational management because its development has drawn heavily on several disciplines like economics, political science and sociology.
This program not only enriches the administrative and management skills in running an educational institute but provides great knowledge and skills to handle various situations related to educational institutes.
Management Practices of School Principals to Enhance Teacher Excellence in Co...JoanieHaramain1
This article focuses on the management practices of public secondary school principals as perceived by school managers and secondary school teachers to improve teacher excellence and students' performance for the attainment of quality education.
Instructional supervision and its relationship with professional developmentTadele Akalu
The main purpose of this study was to examine the existing perceptions of teachers toward instructional supervision in secondary schools in Addis Ababa, Ethiopia. It also explores if there are differences between beginner and experienced teachers in their attitudes toward and satisfaction with supervisory practices, and (possible) relationships with perceived professional development.
FUNCTIONS OF SCHOOL ADMINISTRATION AND SUPERVISIONJulie Anne Casa
Hope this will help you our fellow educators.
“We must always be mindful of who we are being while we are leading.” -Lolly Daskal, The Leadership Gap: What Gets Between You and Your Greatness
School Leadership Practices Towards Enhanced Classroom Management, School Env...AJHSSR Journal
ABSTRACT: Student learning isinfluenced by school leadership, classroom management, and
instructionaldelivery. To positively impact studentlearning, teachersrequire initial and
ongoingprofessionaldevelopment. The school administration must create an environmentthat inspires teachers to
enhancetheirteachingmethods and empowersstudents to improvetheiracademicachievement. This studywants
toevaluate the relationshipbetweenprincipals' and teachers' perceived impact of school leadership. The
studyuseddistributed leadership theory. This studyused descriptive research. Principals' school leadership
strategiescorrelatedpositivelywiththeirperceived impact on creating a pleasantschoolclimate. There wasalso a
moderate positive linkbetweenthe reported implications forclassroom management and studentacademic
performance. However, instructors' school leadership techniques correlatedhighlywiththeirreported impact on
improvingclassroom management and studentacademic performance. Their leadership techniques had a
moderatelybeneficialeffect on creating a positive schoolatmosphere. A proposed training program wasdesigned
to help develop and enhance the leadership skillsof administrators and teachers in improving classroom
management, school climate, and academic performance.
KEYWORDS :School leadership practices, classroom management, school environment, academic
performance, descriptive research, Schools Division of Zambales
A comprehensive examination of the impact of instructional leadership provided by school principals on teacher commitment was carried out across different nations, including Indonesia. This research employed a literature review approach, scrutinizing journal articles that delved into the connection between the instructional leadership of school principals and teacher commitment. After applying predefined criteria to 120 chosen articles in this domain, only 15 articles met the specified criteria and were subsequently incorporated into the review. The findings of the literature review revealed that the instructional leadership of school principals and the resulting organizational commitment have a positive, and mostly said statistically significant, effect on teacher organizational commitment in various countries.
Objective:
Identify the skills and characteristics of an instructional leader;
Apply the concepts and news about instructional leadership;
Analyse the roles and function of the principal as instructional leader;
Reflect on how the teacher can become an instructional leader; and Make a career plan
Credit to PhySci 3
The Role of Head Teachers in Ensuring Quality and Standards in Secondary Scho...iosrjce
The purpose of the study was to investigate the role of head teachers in enforcing quality assurance
and standards in secondary schools in Eldoret West Distrct. Based on the findings of the study, this paper
specifically examines the role of the head teachers in ensuring quality and standards in secondary schools. The
study utilized the descriptive research design. The study targeted head teachers and teachers in both public and
private secondary schools in Eldoret West District. To obtain the study sample, the target population was
stratified into two categories, i.e. private and public schools. From each stratum, 30 per cent of the total
numbers of schools were selected for inclusion in the study. All the head teachers from the selected schools
automatically qualified to participate while the teachers were selected through simple random sampling. Data
was collected using a questionnaire and an interview schedule. The collected data was analyzed descriptively
using means and percentages. This is because the mean is considered as the most efficient measure of central
tendency. The data analysis was done with the aid of Statistical Packages for Social Sciences (SPSS) software
which makes it easy to compare variables whose relationships are being studied. The study findings revealed
that the procedure of supervision involved the head teacher calling a meeting to discuss the purpose of
supervision, the objectives of supervision, both parties agreeing on the objectives and as well as determining the
criteria of supervision. The role of the head teacher in supervision include: enforcing teacher compliance with
quality and standards in teaching, providing leadership towards enforcing quality and standards, providing
moral and material support and motivating the teachers during the process of supervision. The study
recommends that there is need to incorporate the elements of quality and standards in the supervision criteria
and purpose.
Teacher’s attitudes and strategies can be influenced by workplace
professional learning, which in turn affects student engagement and learning.
Although educators are accountable for their professional development, the
school must be learning-centered and able to provide resources for all
members of the institution to improve their teaching and learning skills for
the overall development of the school. The project's goal was to perform a
pilot intervention study on the impact of school director-led workplace
professional development for in-service teachers to provide evidence and
recommendations on the impact of school director-led workplace
professional development training for teachers. The intervention study on
school director-led workplace professional development training for teachers
on formative assessment indicates that there were significant changes in
teachers’ understanding and use of formative assessment. The result found
that there is statistical difference between the teacher’s pre- and postintervention
survey response on formative assessment workplace
professional development training. The evidence stands as a
recommendation for school directors, teachers, the ministry of education and
other stakeholders for quality teaching and whole school development.
Mc carty, darla shared leadership nfeasj v32 n4 2014William Kritsonis
NATIONAL FORUM JOURNALS are a group of national and international refereed, blind-reviewed academic journals. NFJ publishes articles academic intellectual diversity, multicultural issues, management, business, administration, issues focusing on colleges, universities, and schools, all aspects of schooling, special education, counseling and addiction, international issues of education, organizational behavior, theory and development, and much more. DR. WILLIAM ALLAN KRITSONIS is Editor-in-Chief (Since 1982). See: www.nationalforum.com
IntroductionThe purpose of writing this research is to know .docxBHANU281672
Introduction
The purpose of writing this research is to know the impact of a professional development plan on teachers’ improvement in the KSA. In fact, a professional development plan for teacher in the KSA is one of the main problems that faces education there. To improve the education, we should improve teachers to drive the wheel of education toward the best. Teachers should be learners always to develop their abilities, expand their horizons of knowledge, and diversifies their methods. In addition, the evolution and improvement of education after teacher training and development periodically and the impact on education outcomes the KSA is one of the reasons for creating the Continuing professional development program(CPDP) in the KSA to make sure that teachers get benefits and success using new education method. (
عبيد
, 2008).
A teacher is the most significant point in education because that educators have to improve teacher’s role and develop it but, before that they should believe in how greatness their role in the society. A teacher should take continuing training to make sure that s/he gets the benefits of training. Training should have a new professional styles for teaching and education (
النجادى
, 2001).
Educators know the important impact of teachers on the students for that they always search for the new method to qualify teachers. When teachers get a best training and qualifying that means the education objectives will be achieved (
النجادى
, 2001).
History of the professional development plans in the KSA:
In 1954, the professional development (PD) plans in the KSA started, but it was not for all the areas in the KSA. Some 1025 teachers benefited from the PD. Every time, the PD lasted 1 – 3 weeks, and it was given during the summer time. (
General Directorate of Training and Scholarship, 2002).
from 1955 to1973, the Ministry of Education designed the professional development plans in many subjects to provide teachers with their subject’s materials, but the programs still in some areas not for the whole country (General
Directorate of Training and Scholarship, 2002).
In 1974, the general directorate for training and scholarship was established, so the professional development plans have become one of the task the GDTS.
In 1997, the teachers were increased. In addition, there was not training in all the KSA areas the GDTS built centers for the professional development plans to provide as many as they can of teachers by the professional development plans (
General Directorate of Training and Scholarship,2002).
In 2006, the MOH used KING ABDULLAH PROJECT’s to develop education and teachers as the most important part of education. The program is developing until now
(KAAPEDP, 2010).
Questions
I have asked some questions for teachers,
Do you know what is the professional development plan?
where do you work?
What do you teach?
How important do you think the professional development plan is ...
This article provides with a bird's eye-view of diversity and intensity of functional coverage over the wide spreading issues pertaining to classroom management
Domains and Standards of School Leadership: Evaluation of Tertiary School Tea...IJAEMSJORNAL
School Leaders are modifiers of teaching and learning, crucial to maintaining good teachers and necessary for improving educational standards. This study described Standards of School Leadership in terms of: Leading Learning and Teaching Domain, Leading School Development Domain, Organizational Management Domain, and Professional Growth and Development Domain. The descriptive method of research was used in this study. A total of 107 tertiary school teachers which have permanent appointment or considered as regular employee for more than 3 years were surveyed around Nueva Ecija. After analyses of data, the following conclusions were formulated: first, domains of school leadership can be viewed from leading learning and teaching, leading school development, organizational management, and professional growth and development. Second, among these domains, organizational management was found to be the focus of school leaders. Third, school leaders create a culture of professional learning that fosters continuous improvement in learning, teaching and assessment. Fourth, school leaders engage in a continuous process of evidence-based school self-evaluation. Fifth, ensure the safe functioning of the school on a day-to-day basis. Last, school leaders recognize the need to manage workload to ensure a sustainable work/life balance. The researchers want to recommend some matters based from the formulated conclusions. It is indeed noticeable that organizational management is the main focus of the school leaders thus, it is recommended that school leaders should not let other domains of school leadership be taken for granted. Continuous harnessing on the strengths based on the standards is highly recommended. On the others hand, strengthening of the following is also recommended: school leaders should foster a commitment to inclusion and equality of opportunity of each student; promote communication within the school and manage challenging and complex situations and build professional networks with other school leaders.
An Analysis of the Relationship between in-service Teachers’ Efficacy Levels,...inventionjournals
This study aims to investigate the relationship between the attitudes of Physics, Chemistry and Biology teachers towards the constructivist approach to teaching and towards their profession, and their efficacy levels. 1958 high school teachers within the Ministry of National Education from several cities in Turkey participated in the study. Data were gathered through Ohio Teacher Efficacy Scale (Tschannen-Moran & Woolfolk-Hoy, 2001; Baloglu&Karadag, 2008), Constructivist Approach Attitude Scale (Balim, Kesercioglu, Inel&Evrekli, 2002) and Attitudes Towards Teaching Profession Scale (Cetin, 2006) in order to find out whether there was a statistically significant relationship between teachers’ attitudes and their efficacy levels. Results showed that there existed a positive statistically significant correlation between the attitudes and the efficacy levels. Namely, as the participants’ efficacy levels increased, their attitudes towards teaching profession and towards the constructivist approach to teaching increased, as well.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
1. Journal of Education and Practice www.iiste.org
ISSN 2222-1735 (Paper) ISSN 2222-288X (Online)
Vol.7, No.3, 2016
72
Relationship between the Instructional Leadership Behaviors of
High School Principals and Teachers’ Organizational
Commitment
Nuray Sarıkaya1
Çetin Erdoğan2
*
1. Institute of Social Sciences, Istanbul Aydın University, Bakırkoy, Istanbul, Turkey
2. Faculty of Education, Yıldız Technical University, Esenler, Istanbul, Turkey
Abstract
The purpose of the current study is to investigate the relationship between the instructional leadership
behaviors of high school principals and teachers’ perceptions of organizational commitment and to test the
extent to which instructional leadership behaviors predict organizational commitment. The study is
designed in relational method. The population comprised of secondary school teachers working at public
schools located in the European side of Istanbul in 2014-2015 school year. The sampling of the study
consists of 441 voluntary teachers from 28 different schools selected by means of simple random sampling
method. The data of the study were collected through “School Principals’ Instructional Leadership
Questionnaire” developed by Şişman (1997) and “Organizational Commitment Scale” developed by Balay
(2000). Whether the distribution of the collected data is normal or not was tested using histogram, Q-Q
graphs and coefficient of skewness and kurtosis. As the distribution was found to be normal, parametric
tests were used. The relationship between instructional leadership behaviors and organizational
commitment was analyzed with Pearson-product moment correlation analysis and the extent to which
instructional behaviors predict organizational commitment was investigated with multiple linear regression
analysis. The findings of the study revealed that the principals most display instructional leadership
behaviors involved in the dimension of setting and sharing of school goals and least display the
instructional leadership behaviors encompassed by the dimension of supporting and developing teachers.
The organizational commitment of the teachers was found to be little at “compliance” dimension and to be
medium at “identification” and “internalization” dimensions. As for the adaptation dimension, negative
correlation was found between the principals’ instructional leadership behaviors and the teachers’
organizational commitment and for identification and internalization dimensions, positive and significant
correlation was found between the principals’ instructional leadership behaviors and the teachers’
organizational commitment. It was also found that the “establishment of a well-organized instructional
environment and climate” dimension of instructional leadership behaviors significantly predicts the sub-
dimensions of organizational commitment.
Keywords: leadership behaviors, organizational commitment, high school principals, high school teachers
1. Introduction
Educational – instructional process should not only be a process entailing the transfer of learned information but
also be a process through which horizons of individuals are expanded far beyond their expectations, a
progressive viewpoint is imparted to students so that they could contribute to the development of civilization and
creative and innovative ideas are promoted. During the implementation phase of educational process, principals
who will lead the process are expected to be effective leaders adopting an innovative and a creative viewpoint for
the educational system to accomplish its goals.
As stated by Balcı (1992), effective instruction requires a new administrative perception and a new administrator.
This administrator will manage the school from classes and corridors and be available when needed. Moreover,
instead of spending his/her time on bureaucratic tasks, he/she will be interested in instructional problems and
challenges and will be an indispensable part of instruction by guiding teachers, developing a sense of
competency on teachers and motivating them. While traditional school principals focus on maintenance, repair,
revenues and many other administrative duties as well as bureaucratic ones, instructional leaders attach the
greatest priority to academic achievements of students and instructional process. In this regard, the best
leadership approach for schools can be argued to be instructional leadership approach (Kurt, 2012, 137).
2. Journal of Education and Practice www.iiste.org
ISSN 2222-1735 (Paper) ISSN 2222-288X (Online)
Vol.7, No.3, 2016
73
1.1 Instructional Leadership
The concept of instructional leadership was introduced as a result of the research on effective schools. The
research revealed that in the formation of successful schools, principals exerted significant influences; thus,
leadership characteristics of the principals in such schools were attempted to be determined. When the literature
on the leadership characteristics of the principals in effective schools is examined, it is seen that the term of
instructional leadership is at the forefront. What is aimed with the concept of instructional leadership is to
convert an educational organization and its surrounding into a more productive and desired environment (Çelik,
2013, 42). Şişman, (2012, 54) defines instructional leadership as “behaviors that should be demonstrated by the
principal himself/herself and that are promoted by the principal to be adopted by others in order to achieve the
anticipated outcomes at school”.
One of the authors developing the first model of instructional leadership, Thomas Sergiovanni defined the power
of leadership under five categories: technical, human, educational, symbolic and cultural. Technical dimension of
instructional leadership matches with traditional leadership applications. It covers administrative issues such as
organizational development, leadership theory, time management and planning. Human dimension includes
interpersonal relations that constitute the basis of instructional leadership such as the principal’s communication
skills and capacity to motivate others. Instructional power encompasses all the instructional roles of the principal
such as teaching, learning and application of the curriculum. Symbolic and cultural powers, on the other hand,
stem from the ability of the instructional leader to be the symbol of what is important for school and what serves
the purposes of the school and to integrate with the beliefs and values of the organizations (McEwan, 2000, 2).
Şişman (2012) classified the behaviors of instructional leader into five dimensions which are setting and sharing
of the goals of the school; management of educational program and instructional process; evaluation of the
instructional process and students; supporting and developing teachers and construction of a well-organized
teaching-learning environment and climate. This classification is adopted in the current study and Şişman’s scale
is employed.
Setting and sharing of school goals. This dimension points out the vision and mission of the school. The vision
and mission of the school direct all of the educational and instructional activities in the school and affect
working motivation of the people involved in teaching and learning process (Şişman, 2012a, 72). The most
important role of the school principal is to develop the goals of the school and to explain them to the individuals
within the school organization (Gümüşeli, 1996, 37).
Management of education program and instructional process. This dimension includes the behaviors related to
supervision and improvement of the instruction and monitoring of students by the school principal. Çelik (2013,
41) states that instructional program should promote active participation of students, encourage the display of
correct behaviors and provide explicit feedback on time.
Evaluation of instructional process and students. This dimension is related to continuous assessment, monitoring
and evaluation of students’ development and achievement levels through various assessment tools so that the
strengths and weaknesses of the program can be determined and required changes and arrangements can be made
to enhance the program (Şişman, 2012a, 88).
Supporting and developing teachers. The teacher should develop professionally and personally to keep up with
rapid information growth and constantly changing technologies Gümüşeli (1996, 47) and Şişman (2012, 92)
maintain that the school principal should follow the developments in education and learning and share this
information with teachers, continuously make teachers informed about changes and developments, prepare the
environment necessary to improve the efficiency of teachers and provide opportunities for teacher improvement.
In this regard, there are some behaviors to be demonstrated by school principals such as appreciating teachers,
encouraging them to take risk, treat them with sympathy and empathy, promote behaviors of cooperation among
teachers and make teachers feel that the principal is supportive to their efforts (Özdemir and Sezgin, 2002, 280).
Construction of a well-organized teaching-learning environment and climate. The concept of school climate is a
comprehensive concept encompassing the behaviors of individuals within the organization and their interaction
with the environment. By constructing an appropriate environment for education, the school principal contributes
to students’ learning. For the school principal responsible to meet the desires of staff, to promote their integration
with the school and to positively affect their morale and performance to accomplish these tasks, an environment
in which everybody works with pleasure within an atmosphere of mutual trust and solidarity should be
constructed (Şişman, 2012a, 96).
For school organizations to attain their goals, the school principal’s demonstrating some certain behaviors on
3. Journal of Education and Practice www.iiste.org
ISSN 2222-1735 (Paper) ISSN 2222-288X (Online)
Vol.7, No.3, 2016
74
his/her own would not be enough. All the staff in the school should be effectively involved in this process.
Engagement of teachers in this process is of particular importance. In school organizations, teachers who can
directly interact with students and can create behavioral changes on the part of students are the corner stones of
teaching-learning process. A teacher committed to his/her school and profession is expected to be willing and
active for the school organization to accomplish its goals. High level of teacher commitment to the school
organization is a pre-requisite for effective schools to be established. It is clear that the level of teacher
commitment is affected from the behaviors of principals. Thus, it is believed that there is a relationship between
the teachers’ organizational commitment and instructional leadership behaviors exhibited by school principals.
1.2 Organizational Commitment
The issue of “organizational commitment” was first researched by Whyte in 1956 and its first definition was
proposed by Grusky in 1966 as “the power of an individual’s commitment to an organization” (cited, İnce and
Gül, 2005, 3). Though great emphasis was put on the concept of organizational commitment after 1970s, an
agreement could not be reached on a common definition of the concept since researchers coming from different
disciplines such as sociology, psychology, social psychology and organizational behavior investigated the issue
from their discipline-specific viewpoints (Çöl and Gül, 2005, 292).
Organizational commitment is a concept indicating a sincere adoption of the organization’s goals and objectives
for the organization to come to a better state by its workers, their efforts and contributions made for this purpose
(Ada, Alver and Atlı, 2008, 495). Baysal and Paksoy (1999) defined organizational commitment as “the approval
and adoption of the goals, vision and objectives of an organization with a great eagerness by the worker who is
willing to display better performance than expected from him/her for the good of the organization”. Teachers
working in educational organizations are expected to be more committed to their organizations and duties, to
have higher job satisfaction and to be more motivated than workers in other organizations. Teachers’
organizational commitment takes shape depending on the attitudes and behaviors exhibited by their principals.
Terzi and Kurt (2005) conducted a study on teachers’ organizational commitment and found that democratic
leadership behaviors increase teachers’ commitment to school and in schools managed by indifferent leaders,
teachers’ commitment is low.
When the literature on the concept of organizational commitment is examined, it is seen that organizational
commitment is multi-dimensional construct and different authors focused on its different dimensions. Mowday,
Steers and Porter (1979) explained the concept of organizational commitment on the basis of three factors that
are strong belief in and approval of the goals and values of the organization, eagerness to invest remarkable
effort for the good of the organization and a strong desire to maintain the membership to the organization.
Etzioni, (1975), O'Reilly and Chatman (1986), Allen and Meyer (1990) viewed organizational commitment as a
multi-dimensional construct and proposed a different definition for each dimension. Thus, in literature, it is
generally agreed that organizational commitment is a multi-dimensional construct and the constituent
dimensions are identified as behavioral, attitudinal and normative commitments (Cited in Bakan, 2011, 11-12).
In the literature, it is possible to encounter different dimension classifications of the concept of organizational
commitment. The current study adopted the dimension classification of O’Reilly and Chatman (1986) as
compliance, identification and internalization. Compliance commitment occurs when attitudes and behaviors are
adopted not for the common beliefs, but for winning certain rewards. In this case, general and specific attitudes
may vary. Identification dimension occurs when the individual can be affected in the direction of establishing
satisfying human relations. That is, the individual can feel proud of being a part of a community which respects
his/her values and abilities. Internalization dimension indicates that one of the attitudes and behaviors displayed
is congruent with the individual’s own values. That is, when the values of the community or organization and the
individual are the same, this dimension occurs. Individuals with the commitment at the dimensions of
identification and internalization exhibit behaviors of investing more efforts and time for the interest of the
organization and their willingness to stay with the organization is higher. At the compliance dimension; on the
other hand, individuals continue to be a part of the organization only for getting certain rewards and do not do
more than what is required by their duties; thus, their desire to stay with the organization is relatively lower
(O'Reilly and Chatman, 1986, 493).
For commitment to organization to occur, the individual should want to stay with the organization at his/her own
volition. In this case, teachers’ organization commitment emerges when they demonstrate a performance higher
than expected such as taking additional responsibilities within their organizations. As known well, in educational
organizations, an important place is occupied by “human” factor. The most important indicators of the
commitment of teachers in our country are considered to be job satisfaction, their perception of the profession of
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teaching and the degree of their integration with their school (Özden, 1997, 35). The sense of commitment
developed by teachers towards their institutions positively affects their professional performance (Okcu, 2011,
51). Stating that one of the objectives of the school should be to promote intrinsic motivation in its teachers,
Celep (2000, 138) specified the factors determining the teacher’s commitment to the school as the desire to
maintain his/her existence in the school, the investment of efforts more than expected and approval of the
administrative applications in the school.
One of the most important factors affecting organizational commitment of the teacher, the principal, as an
effective instructional leader, should work hard to increase the organizational commitment of the personnel for
the school to achieve its goals. As can be revealed by the research, teachers with higher organizational
commitment are more sacrificing and successful in their works and thus, share very important duties and
responsibilities for the construction of effective schools. When the national studies focusing on the
organizational leadership of principals are examined, it is observed that while there are many studies dealing
with the organizational leadership in relation to different variables, the amount of research focusing on
organizational leadership together with organizational commitment is quite limited (Yüce, 2010; Serin, 2011),
and majority of these few studies were conducted at elementary level. Given that there is no study looking at the
relationship between instructional leadership and organizational commitment and there are important differences
between elementary school organizations and secondary school organizations, it seems to be clear that a study to
be conducted on the relationship between instructional leadership and teachers’ organizational commitment at
secondary education level will make important contributions to the literature.
Thus, the general purpose of the current study was set to be to investigate the relationship between the
instructional leadership behaviors of public secondary principals and teachers’ organizational commitment. To do
so, answers to the following questions were sought:
1. What are the teachers’ perceptions of the instructional leadership behaviors of public secondary school
principals?
2. What are the organizational commitment levels of the teachers working in these public secondary
schools?
3. Is there a significant relationship between the teachers’ perceptions of the instructional leadership
behaviors of the public secondary school principals and teachers’ organizational commitment?
4. Is instructional leadership a significant predictor of organizational commitment?
2. Method
In this section, research design, universe and sampling, data collection instruments, reliability and validity
studies and data analysis will be presented.
2.1 Design
The current study conducted on the basis of quantitative research design employed one of the general survey
models; that is, relational model. Relational survey is a research model aiming to determine the existence of
covariance or its level between two or more variables (Karasar, 2015, 81).
2.2 Universe and Sampling
The population of the current study is comprised of the teachers working in the public secondary schools located
in the European side of the city of Istanbul. According to the data obtained from the National Education
Directorate of Istanbul, the number of the teachers is 22,175. According to Balcı (2011, 106), for a universe
whose size is up to 50,000 to be represented at 95% reliability level, at least 381 participants should be included
in the sample. Thus, the data of the current study were collected from 28 secondary schools selected from among
the secondary schools in 14 provinces of Istanbul (Çatalca, Beylikdüzü, Esenyurt, Küçükçekmece, Bayrampaşa,
Avcılar, Güngören, Zeytinburnu, Kağıthane, Şişli, Bağcılar, Bahçelievler, Bakırköy, Arnavutköy) by means of
simple random sampling method. The scales were administered to 441 teachers from these schools voluntarily
accepting to participate in the study.
2.3 Data Collection
In order to collect the data about the instructional leadership behaviors of the school principals, “School
Principals’ Instructional Leadership Behaviors Questionnaire” developed by Şişman (1997) was used. And in
order to collect data about the teachers’ organizational commitment, “Organizational Commitment Scale”
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developed by Balay (2000) was employed.
2.3.1 School Principals’Instructional Leadership Behaviors Questionnaire
The questionnaire consists of five dimensions and 50 items. The dimensions each including 10 five-point Likert
type items are as follows: Setting and sharing of school goals (ILB1); Management of education program and
instructional process (ILB2); Evaluation of instructional process and students (ILB3); Supporting and developing
teachers (ILB4); Construction of a well-organized teaching-learning environment and climate (ILB5). Answer
alternatives to the questionnaire items are; "(1) Never, (2) Rarely, (3) Sometimes, (4) Often, (5) Always (Şişman,
1997).
Kaiser-Meyer-Olkin (KMO) value of “School Principals’ Instructional Leadership Behaviors Questionnaire” was
found to be 0.978. This value is over 0.5 and moreover, the result of Barlett test shows that the data are suitable
for factor analysis (p<0.05). The Cronbach’s alpha reliability coefficients of the sub-dimensions of the
questionnaire were found to be varying between 0.89 and 0.95. The factor analysis revealed that the factor
loading values of the items of the questionnaire range from 0.57 to 0.81. The total variance explained by the
questionnaire exhibiting a five-factor structure was found to be 63.3%. This result shows that this questionnaire
is valid and reliable (Şişman, 1997).
2.3.2 Organizational Commitment Scale
The scale evaluates organizational commitment at three dimensions proposed by O'Reilly and Chatman (1986)
as compliance, identification and internalization. The scale consists of 27 items designed in five-point Likert
format and answer alternatives are; (1) strongly disagree, (2) little agree, (3) moderately agree, (4) agree and (5)
completely agree. There are 8 items in each of the compliance and identification dimensions and 11 items in the
internalization dimension (Balay, 2000).
The construct validity of the scale was tested with factor analysis. In order to test whether the scale is suitable for
factor analysis, Kaiser-Meyer-Olkin (KMO) test was conducted and it was found to be 0.919. Moreover, the
result of Bartlett test revealed that the data are suitable for factor analysis (p<0.05). The items making up the
scale were gathered under three factors; the factors loadings of the items varied between 0.49 and 0.85 and the
total variance explained was found to be 59.7%. The Cronbach’s alpha reliability coefficients of the sub-
dimensions of the scale were found to be 0.73, 0.87 and 0.92, respectively. These results show that the scale is
valid and reliable (Balay, 2000).
2.4 Data Analysis
In the analysis of the data, SPSS 22.0 program package was used. Whether the data collected through the data
collection tools exhibit a normal distribution or not was tested by means of histogram graphs, Q-Q plot graphs,
skewness and kurtosis coefficient values. When the data were examined, it was seen that the points in Q-Q plot
graph were gathered around 45 degree line, skewness coefficient varies between +1 and –1, kurtosis coefficient
varies between +3 and – 3 and the data were considered to be exhibiting a normal distribution (Fidell, 1996;
cited in Peker, 2015, 328). As the data showed a normal distribution, parametric tests were employed. Pearson
product-moment correlation analysis (r) was run to determine the impacts such as the direction and the size of
the relationship between the variables. Multiple linear regression analysis was used to test the extent to which the
dimensions of instructional leadership behaviors predict the dimensions of organizational commitment. The
results obtained from the analyses of the study were interpreted at the significance level of 0.05. In addition, in
the analysis of the data, some descriptive analyses such as arithmetic mean ( X), standard deviation (s) values
were also used.
3. Results
In this section, the data regarding instructional leadership and organizational commitment are analyzed and
interpreted in line with the sub-purposes of the current study.
Firstly, the findings related to the teachers’ perceptions of the instructional leadership behaviors of the principals
are presented in Table 1.
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Table 1. Descriptive statistics regarding the sub-dimensions of the instructional leadership scale
Sub Dimensions N X SD Level
1. Setting and sharing of school goals 441 3.43 1.09 Mostly
2. Management of education program and instructional process 441 3.30 1.17 Sometimes
3. Evaluation of instructional process and students 441 3.22 1.17 Sometimes
4. Supporting and improving teachers 441 2.78 1.22 Sometimes
5. Construction of a well-organized teaching-learning
environment and climate
441 3.28 1.17 Sometimes
When the data presented in Table 1 in relation to the teachers’ perceptions are examined, it is seen that the
principals display the most behaviors from the dimension of setting and sharing school goals and the fewest
behaviors from the dimension of supporting and developing teachers.
The findings related to the teachers’ organizational commitment levels are presented in Table 2.
Table 2. descriptive statistics regarding the sub-dimensions of the organizational commitment scale
Sub Dimensions N X SD Level
Compliance 441 2.03 1.20 Little agree
Identification 441 2.75 1.23 Moderately agree
Internalization 441 3.22 1.14 Moderately agree
As can be seen in Table 2, the teachers’ commitment at the compliance dimension is low and their level of
commitment at the identification and internalization dimensions is moderately agree.
The results of the correlation analysis conducted to determine the relationship between organizational
commitment and instructional leadership behaviors are presented in Table 3.
Table 3. The Results of the bivariate correlation analysis of relationship between the sub-dimensions of the
organizational commitment and the sub-dimensions of the instructional leadership
ILB2 ILB3 ILB4 ILB5 Compl. Ident. Intern.
ILB1 .825** .811** .740** .824** -.361** .502** .413**
ILB2 .852** .778** .815** -.315** .485** .414**
ILB3 .818** .828** -.337** .519** .401**
ILB4 .825** -.325** .498** .418**
ILB5 -.407** .544** .447**
Compl. -.379** -.265**
Ident. .593**
**. Correlation is significant at the 0.01 level (2-tailed).
The Pearson correlation coefficients given in Table 3 show that all the correlation coefficients between the
dimensions are significant at the level of 0.05. These results show that the relationships of instructional
leadership dimensions with each other are positive and high and the compliance dimension is negatively
correlated with other dimensions of commitment . It is seen that while sub-dimensions of instructional leadership
are in a strong correlation with each other, the correlation between the sub-dimensions of organizational
commitment is relatively weaker. Furthermore, it is seen that there is a negative correlation between the
compliance dimensions of commitment and its other dimensions. The highest significant relationship between
the principals’ instructional leadership behaviors and the teachers’ organizational commitment was found for the
identification dimension and the least significant relationship was found for the compliance dimension.
The results of the regression analysis conducted to elicit the extent to which the sub-dimensions of instructional
leadership predict the compliance dimension of commitment are presented in Table 4.
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Table 4. Multiple regression analysis results regarding the prediction of the compliance dimension of
organizational commitment
Variables B Std. Error β t Sig. Zero-order r Partial r
Constant 3.01 0.13 22,67 0.00
ILB1 -0.10 0.07 -0.13 -1.46 0.15 -0.361 -0.070
ILB2 0.10 0.08 0.11 1.18 0.24 -0.315 0.056
ILB3 -0.02 0.08 -0.02 -0.25 0.81 -0.337 -0.012
ILB4 0.02 0.06 0.03 0.36 0.72 -0.325 0.017
ILB5 -0.29 0.07 -0.40 -4.08 0.00 -0.407 -0.192
R= 0.414 R2
= 0.171 Adjusted R2
= 0.162 F (435) =18.00 p= .000
The results reported in Table 4, the regression model used in prediction (Compliance= a + B1ILB1 + B2ILB2 +
B3ILB3 + B4ILB4 + B5ILB5 + s) is statistically significant. The results show that the sub-dimensions of
instructional leadership significantly predict the compliance dimension of organizational commitment
[F(435)=18.00, p<0.05]. The sub-dimensions of instructional leadership explain 17% (R2 =0.171) of the total
variance in the compliance dimension of organizational commitment. According to β values, the most important
of the predictive variables to predict the compliance dimension was found to be construction of a well-ordered
instructional environment and climate (-0.40). The same dimension was found to be the only significant
predictor according to t-test results. Thus, linear regression model is expressed as follows;
Compliance = 3.01 – 0.10(ILB1) + 0.10(ILB2) – 0.02(ILB3) + 0.02(ILB4) – 0.29 (ILB5)
The results of the multiple regression analysis related to the prediction of the identification dimension of
organizational commitment by the sub-dimensions of instructional leadership are given in Table 5.
Table 5. Multiple regression analysis results regarding the prediction of the identification dimension of
organizational commitment
Variables B Std. Error β T Sig. Zero-order r Partial r
Constant 0.96 0.15 6.38 0.00
ILB1 0.11 0.08 0.10 1.28 0.20 0.502 0.061
ILB2 -0.03 0.09 -0.03 -0.37 0.71 0.485 -0.018
ILB3 0.15 0.09 0.16 1.77 0.08 0.519 0.085
ILB4 0.07 0.07 0.07 0.96 0.34 0.498 0.046
ILB5 0.26 0.08 0.29 3.27 0.00 0.544 0.155
R= 0.561 R2
= 0.315 Adjusted R2
=0.307 F(435)=40.02 p=0.000
As can be seen in Table 5, the regression model used for the prediction is statistically significant. The results
show that the sub-dimensions of instructional leadership significantly predict the identification dimension of
organizational commitment [F(435)=40.02, p<0.05 ]. The sub-dimensions of instructional leadership explain
31% (R2 =0.315) of the total variance in the identification dimension of organizational commitment. According
to β values, the most important of the predictive variables to predict the identification dimension was found to be
the construction of a well-organized instructional environment and climate (0.29). The same dimension was
found to be the only significant predictor according to t-test results. Thus, linear regression model is expressed as
follows;
Identification = 0.96 + 0.11(ILB1) – 0.03(ILB2) + 0.15(ILB3) + 0.07(ILB4) + 0.26 (ILB5)
The results of the multiple regression analysis related to the prediction of the internalization dimension of
organizational commitment by the sub-dimensions of instructional leadership are given in Table 6.
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Table 6. Multiple regression analysis results regarding the prediction of the internalization dimension of
organizational commitment
Variables B Std. Error β T Sig. Zero-order r Partial r
Constant 1.78 0.15 11.56 0.00
ILB1 0.09 0.08 0.09 1.05 0.29 0.413 0.050
ILB2 0.09 0.09 0.09 0.96 0.34 0.414 0.046
ILB3 -0.04 0.09 -0.04 -0.45 0.65 0.401 -0.022
ILB4 0.11 0.07 0.12 1.49 0.14 0.418 0.071
ILB5 0.20 0.08 0.23 2.45 0.01 0.447 0.117
R= 0.462 R2
= 0.213 Adjusted R2
=0.204 F(435)=23.55 p=0.000
As can be seen in Table 6, the regression model used for the prediction is statistically significant. The results
show that the sub-dimensions of instructional leadership significantly predict the internalization dimension of
organizational commitment [F(435)=23.55, p<0.05]. The sub-dimensions of instructional leadership explain
21% (R2 =0.213) of the total variance in the internalization dimension of organizational commitment. According
to β values, the most important of the predictive variables to predict the internalization dimension was found to
be the construction of a well-organized instructional environment and climate (0.23). The same dimension was
found to be the only significant predictor according to t-test results. Thus, linear regression model is expressed as
follows;
Internalization = 1.78 + 0.09(ILB1) + 0.09(ILB2) - 0.04(ILB3) + 0.11(ILB4) + 0.20 (ILB5)
4. Discussion and Conclusion
In light of the results of the analyses conducted in relation to instructional leadership behaviors, it can be argued
that the school principals exhibited the most instructional leadership behaviors in terms of the sub-dimension of
setting and sharing of the goals out of the instructional leadership behaviors gathered under five dimensions. The
dimension for which the teachers find the principals the least adequate is the sub-dimension of supporting and
developing teachers. When similar studies focusing on the instructional leadership behaviors of principals in
Turkey are examined, it is seen that in many studies (Gümüşeli, 1996; Gökyer, 2004; Aksoy, 2006; Arın, 2006;
Yüce, 2010; Serin, 2011; Şişman, 2012; Recepoğlu and Özdemir, 2013; Sezer, Akan and Ada 2014) teachers
think that the dimension of “setting and sharing of school goals” is utilized the most and the dimension of
“supporting and developing teachers” is utilized the least. Thus, the findings of the current study concur with the
findings reported in the literature.
The teachers think that the principals are successful in communicating school goals clearly through meetings,
seminars and various documents, in evaluating and developing these goals via open discussions for better
performance of both teachers and students and in encouraging teachers for the accomplishment of these goals.
The general functioning of the Turkish education system highly depends on bureaucratic efficiency. The goals of
the school are centrally set by the central authority and schools function around these pre-set goals. This makes it
easier for principals functioning within the bureaucratic organization to gather teachers around school goals.
The findings of the current study revealed that the teachers think that the principals exhibit the fewest
instructional leadership behaviors in relation to the dimension of supporting and developing teachers. Similar
results reported by the research in the last 20 years in Turkey indicate that shortcomings of principals in this
regard could not be overcome through years. First, principals should distance themselves from bureaucratic
responsibilities and tendencies and remember that the most important factor in education is the human factor;
thus, they should put greater emphasis on teachers’ wishes and needs. However, it is understood that the
principals are not good enough at exhibiting instructional leadership behaviors such as appreciating the teachers’
efforts, promoting them to improve their performance, supporting them for their professional development,
informing them about important developments in the field of education and in sharing new information and
experiences. The reason for this negative perception might be the principals’ spending most of their time on
bureaucratic duties and sticking to standard procedures to fulfill their responsibilities and duties.
It is seen that the teachers’ responses to the organizational commitment scale items generally little agree with the
items in the compliance dimension. Compliance commitment resulting from a desire to win certain rewards in
return for performing some organizational duties is not a desired form of commitment. According to Başaran
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(1996, 37), compliance behavior is a result of effort invested by the worker to establish a balance in his/her
interaction with environment and generally results in compliance with authority, rules and procedures. The
individual does the duty assigned not as he/she wants but as he/she is obliged to. As this is advantageous for
those holding the authority, it is generally viewed to be a means of finding emergency solutions for short terms
(Balay, 2000a, 96). The teachers seem to have adopted compliance commitment. This finding is parallel to the
findings reported by Balay (2000a).
The findings of the current study indicate that the teachers’ organizational commitment perceptions related to
identification commitment are at moderately agree level. Identification commitment occurs in the form of
establishing satisfactory relationships with others or maintaining such relationships and in this way, the
individual is proud of being a member of a group (Dogan and Kılıc, 2007, 43). This finding shows that the
teacher demonstrate commitment to their institutions at a level lower than the required and can not establish as a
satisfactory relationship with their institutions as they wish. As the teachers think that they are not supported to
reach and share new information about their profession, they become hesitant about exhibiting their talents. In
this case, teachers only execute the performance expected from them and are not willing to exhibit a better
performance than required.
The findings of the current study, similar to the findings of other studies (Balay, 2000a; Buluç, 2009; Yüce, 2010;
Okcu, 2011), show that the teachers’ perceptions related to the internalization dimension of organizational
commitment are higher than those of the other dimensions. However, even at this dimension, they are the
moderately agree level. As the internalization dimension occurs as a result of a match between organizational
and individual values, it can be argued that the teachers are in a moderate compliance with the goals and values
of the school. However, the quality of education in school organization improves depending on the extent to
which teachers internalize the values of the organization. In short, the teachers’ organizational commitment was
found to be low at the compliance dimension and moderately agree at identification and internalization
dimensions. In order to increase teachers’ commitment to their organization, there is a need for instructional
leaders who do not strictly adhere to bureaucracy and procedures, more support teacher development, have
strong communications skills, inspire trust and attach great importance to inter-groups communication.
The results of the correlation analysis conducted to determine the relationship between the sub-dimensions of
instructional leadership and the sub-dimensions of organizational commitment revealed that there is a negative
correlation between the sub-dimensions of instructional leadership and the compliance dimension of
organizational commitment and there is a positive correlation between the sub-dimensions of instructional
leadership and identification and internalization dimensions. A positive and medium-level correlation was
determined between the all dimensions of instructional leadership and identification and internalization sub-
dimensions of organizational commitment. The results of the multiple regression analysis showed that the best
predictor of organizational commitment is the “construction of a well-organized learning-teaching environment
and climate” sub-dimension of instructional leadership. This dimension predicts organizational commitment at
the compliance dimension by 17%, at the identification dimension by 31% and at the internalization dimension
by 21%. The conclusion reached by Serin and Buluç (2012) that, as a whole, instructional leadership behaviors
are a predictor of organizational commitment is parallel to the finding of the current research.
As a conclusion, it can be argued that efforts to be put forth by principals to organize social activities to promote
the interaction with teachers, students and other personnel, to lessen the financial requirements for instructional
activities and to obtain the support of parents and other stakeholders for the success of the school will increase
teachers’ organizational commitment.
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Note :
This manuscript was produced from the master’s thesis of the graduate student Nuray Sarıkaya under the
advising of Assist. Prof. Dr. Çetin Erdoğan at the Institute of Social Sciences in Istanbul Aydın University,
Istanbul, Turkey.