Positive School Leadership Behaviors

Author(s):  
Joseph Murphy ◽  
Karen Seashore Louis ◽  
Mark Smylie

To introduce and define the core behaviors of positive school leadership (PSL), we explore six positively anchored sets of work (supporting, developing relationships, establishing values, acting authentically, modeling, and enabling or empowering) that move us beyond the deeply ingrained negative and deficit roots that have defined schooling for over a century. The exploration of research primarily on positive organizational scholarship (POS) accomplishes this, showing that POS attends to the growth of others and helps grow and reinforce relationships that focus on personalization, trust, and caring. Additionally, PSL produces important outcomes, enhancing the cultural climate in schools in particular; however, it is also important to note that the current structure and culture of schooling create significant barriers to the implementation of PSL.

2017 ◽  
Vol 55 (5) ◽  
pp. 450-468 ◽  
Author(s):  
Izhak Berkovich ◽  
Ori Eyal

Purpose Empirical evidence links transformational school leadership to teachers’ autonomous motivation and affective organizational commitment. Little empirical research, however, has focused on the emotional mechanisms behind these relations. Following the argument in the literature that transformational leadership can transform followers’ emotions, the purpose of this paper is to examine whether teacher’s experience of emotional reframing by principal mediates the relationships between transformational school leadership and these work-related outcomes (i.e. teachers’ motivation and commitment). Design/methodology/approach Questionnaires were used to collect information from 639 primary school teachers nested in 69 randomly sampled schools. The data were analyzed using multilevel path analysis software. Findings The results indicated that the effect of transformational school leadership behaviors on teachers’ autonomous motivation was fully mediated by emotional reframing, and that the effect of transformational school leadership on affective organizational commitment was partially mediated by it. The authors further found an indirect relationship of transformational school leadership with affective organizational commitment through emotional reframing and autonomous motivation. Originality/value The present study makes a unique contribution to the literature by confirming that teachers’ sense of emotional reframing is a key affective mechanism by which school leaders influence teachers’ motivation and commitment.


2019 ◽  
pp. 1-20
Author(s):  
Şenay Sahil Ertan ◽  
Harun Şeşen

AbstractBased on positive organizational scholarship in healthcare, this study examined the relationships between four dimensions of employee perception of training: workplace stress, organizational outcomes, job performance, and turnover intentions. We hypothesized that employee training perception would have a negative relationship with workplace stress and that stress would mediate the relationship between employee training perception, job performance, and turnover intentions. We obtained data on 317 elderly-care workers in Northern Cyprus and analyzed it using structural equation modeling. Employee training perception was negatively related to workplace stress, and stress was negatively related to job performance and positively related to turnover intention. In line with Job Demand-Resource theory (JD-R), workplace stress partially mediated the relationship between employee training perception and organizational outcomes. The study contributes to the literature by confirming that elderly-care organizations that provide training opportunities for employees can reduce workplace stress, build organizational strengths, and facilitate positive outcomes.


2012 ◽  
Vol 31 (1) ◽  
pp. 15 ◽  
Author(s):  
Lejf Moos

<p>The article captures important trends and tendencies in public governance and thus in conditions for school leadership. The general movement towards Globalization influences the core trends in national policies and in public governance. But international discourses and practices are formed in national or regional contexts of culture, practice and politics. The author is part of a Nordic context and therefore he observes governance and leadership from this point. But it is possible to translate the analyses to other contexts as well. An analyse of some of the effects of the meetings of transnational influences with national values and practises are discussed in the case of Danish education and school leadership. School leaders are left with a number of dilemmas between traditional, welfare state values and neo-liberal values. They have to find locally satisfying balances between academic proficiencies and competences of curiosity and deliberation.</p>


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