scholarly journals Teacher Self-Efficacy and Collective Teacher Efficacy: Relations with Perceived Job Resources and Job Demands, Feeling of Belonging, and Teacher Engagement

2019 ◽  
Vol 10 (07) ◽  
pp. 1400-1424 ◽  
Author(s):  
Einar M. Skaalvik ◽  
Sidsel Skaalvik
Keyword(s):  
Teacher Efficacy ◽  
Self Efficacy ◽  
Job Demands ◽  
Job Resources ◽  
Collective Teacher Efficacy ◽  
Teacher Engagement ◽  
Teacher Self Efficacy

Teacher Self-Efficacy and Collective Teacher Efficacy

2020 ◽  
pp. 43-48
Author(s):  
Timothy D. Green ◽  
Loretta C. Donovan ◽  
Jody Peerless Green
Keyword(s):  
Teacher Efficacy ◽  
Self Efficacy ◽  
Collective Teacher Efficacy ◽  
Teacher Self Efficacy

Transformational school leadership and teacher self-efficacy as predictors of perceived collective teacher efficacy

2016 ◽  
Vol 46 (1) ◽  
pp. 49-64 ◽  
Author(s):  
Stefan R Ninković ◽  
Olivera Č Knežević Florić
Keyword(s):  
Transformational Leadership ◽  
Teacher Efficacy ◽  
School Leadership ◽  
Collective Efficacy ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Collective Teacher Efficacy ◽  
Hierarchical Regression ◽  
Teacher Self Efficacy

Although scholars have acknowledged the role of collaborative relationships of teachers in improving the quality of instruction, teacher collective efficacy continues to be a neglected construct in educational research. The purpose of this paper is to explore the relations between transformational school leadership, teacher self-efficacy and perceived collective teacher efficacy, using a sample of 120 permanent secondary-school teachers in Serbia, whose average age was 42.5. The results of the hierarchical regression analysis showed that transformational school leadership and teacher self-efficacy were independent predictors of teacher collective efficacy. The research findings also showed that individually-focused transformational leadership contributed significantly to an explanation of collective efficiency after controlling specific predictor effects of group-focused dimensions of transformational leadership. It is argued that the results have a double meaning. First, this study expanded the understanding of the relationship between different dimensions of transformational school leadership and collective teacher efficacy. Second, a contribution of teacher self-efficacy to collective efficacy beliefs was established, confirming the assumptions of social cognitive theory on reciprocal causality between two types of perceived efficacy: individual and collective.

Collective Efficacy and Teacher Collective Efficacy

2020 ◽  
Author(s):  
Khaliza Saidin ◽  
Aizan Yaacob ◽  
Nurul Shahidah Ahmad Nasir
Keyword(s):  
Teacher Efficacy ◽  
Teacher Leadership ◽  
Student Performance ◽  
Collective Efficacy ◽  
Self Efficacy ◽  
Collective Teacher Efficacy ◽  
Research Trend ◽  
Positive Effects ◽  
Teacher Self Efficacy ◽  
The Relationship

Efficacy is a person’s degree of beliefs and confidence to implement a task and produce a positive change. Efficacy can be divided into two aspects, namely self-efficacy and collective efficacy. In the context of education, the focus of research on efficacy is on teacher self-efficacy and collective teacher efficacy. Teacher self-efficacy is teachers’ belief in their own ability to carry out a task in order to bring positive changes, while collective teacher efficacy is the shared belief of teachers from different backgrounds and competencies in their ability to achieve the same goal. Collective efficacy depends on teacher self-efficacy to create collective beliefs in ensuring the achievement of the school’s vision and mission. Studies on collective teacher efficacy have brought positive effects on student performance and achievement and become an indicator of student performance. However, the research trend has shifted to focus on the relationship between collective teacher efficacy and teacher leadership. It was found that collective teacher efficacy not only influenced student performance and achievement but also affected teacher leadership. In the Malaysian context, studies on collective teacher efficacy are still scarce and they mostly focused on demographic levels, factors affecting teacher collective efficacy, level of collective teacher efficacy and the relationship between collective teacher efficacy and student achievement. As teacher quality is an important factor in educational improvement, it is proposed that future studies in the Malaysian context emphasize the relationship between teacher collective efficacy and issues regarding teacher leadership as they eventually bring positive effects on students’ academic achievement. Therefore, more research is needed to address the role of teacher collective efficacy on teacher leadership in promoting quality of teaching and learning. A large scale radical improvement in the educational field is highly needed.

scholarly journals Research on Teacher Self-efficacy in Turkey: 2000-2017

2018 ◽  
Vol 8 (4) ◽  
pp. 133 ◽  
Author(s):  
Ramazan Cansoy ◽  
Mahmut Polatcan ◽  
Hanifi Parlar
Keyword(s):  
Teacher Efficacy ◽  
Self Efficacy ◽  
Quantitative Methods ◽  
Strong Predictor ◽  
Empirical Studies ◽  
Specific Area ◽  
Collective Teacher Efficacy ◽  
Teacher Self Efficacy ◽  
Basic Characteristics ◽  
General Self Efficacy

In this study, 48 empirical studies on teacher self-efficacy published between 2000-2017 were reviewed in terms ofcertain basic characteristics, and the research trends were revealed in this area. According to the results obtained inthe review, teacher self-efficacy studies in the Turkish context showed an increase in the course of time. Teacherself-efficacy in a specific area was observed to be frequently examined within the context of teaching a subject orusing technology in education. This increase in the number of studies did not reflect much on the diversity of theresearch methods employed, and the studies were often conducted by using quantitative methods. Elementary andmiddle schools were mostly chosen as the research context. Furthermore, the amount of research on threeself-efficacy areas (i.e. collective teacher efficacy, teacher self-efficacy sources, and teachers’ general self-efficacy)were considerably limited. Moreover, none of the studies examined the relationship between teacher self-efficacyand collective teacher efficacy and student achievement. Common findings of the studies showed that teacherself-efficacy was a strong predictor or a mediator variable. In this sense, researchers are suggested to study howself-efficacy can be developed experimental and longitudinal works and to conduct studies to reveal insights aboutcollective efficacy in schools, teachers’ general self-efficacy, and the outcomes of these efficacy characteristics.

Examining the relationship between school principals’ instructional leadership behaviors, teacher self-efficacy, and collective teacher efficacy

2018 ◽  
Vol 32 (4) ◽  
pp. 550-567 ◽  
Author(s):  
Ramazan Cansoy ◽  
Hanifi Parlar
Keyword(s):  
Teacher Efficacy ◽  
School Leadership ◽  
Self Efficacy ◽  
School Principals ◽  
Leadership Behaviors ◽  
Collective Teacher Efficacy ◽  
Effective School ◽  
Content Type ◽  
Effective School Leadership ◽  
Teacher Self Efficacy

PurposeThe purpose of this paper is to examine the relationship between school principals’ instructional leadership behaviors, teacher self-efficacy, and collective teacher efficacy.Design/methodology/approachThe participants were a total of 427 teachers working in elementary, middle, and high schools located in the Cekmekoy district of Istanbul. The data were gathered through the “Effective School Leadership Scale,” the “Teacher Self-Efficacy Scale,” and the “Collective Efficacy Scale.” Arithmetic mean, Pearson product-moment correlation coefficient, and multiple linear regression analysis were used in the data analysis.FindingsThe results revealed positive and significant relationships between school leadership, teacher self-efficacy, and collective teacher efficacy. In addition, effective school leadership behaviors and teacher self-efficacy perceptions were found to be positive and significant predictors of collective teacher efficacy perceptions.Originality/valueSchool principals can implement practices to enhance teachers’ competence, to make them feel more effective and competent as a group. In this sense, teachers who do not feel competent can be guided by those who have more experience in the profession. Additionally, opportunities through which they can experience success can be created for these teachers.

scholarly journals Self-efficacy for instructional leadership: relations with perceived job demands and job resources, emotional exhaustion, job satisfaction, and motivation to quit

2020 ◽  
Vol 23 (5) ◽  
pp. 1343-1366
Author(s):  
Cecilie Skaalvik
Keyword(s):  
Job Satisfaction ◽  
Instructional Leadership ◽  
Emotional Exhaustion ◽  
Self Efficacy ◽  
Job Demands ◽  
Study Data ◽  
Sem Analysis ◽  
Job Resources ◽  
Survey Study ◽  
Motivation To Quit

Abstract The purpose of this study was to explore associations between school principals’ self-efficacy for instructional leadership, their perceptions of work-related demands and resources, emotional exhaustion, job satisfaction, and motivation to leave the principal position (quit). Four hundred and forty-seven principals in elementary school and high school participated in a survey study. Data were analyzed by means of confirmatory factor analyses and SEM analyses. Self-efficacy for instructional leadership was negatively associated with the perception of all job demands and positively associated with the perception of all job resources in the study. In the SEM analysis, the associations between (a) self-efficacy and (b) emotional exhaustion, job satisfaction, and motivation to quit were indirect, mediated through the perception of job demands and job resources.

Test of the job demand resources model in Thailand

2019 ◽  
Vol 22 (1) ◽  
pp. 2-21
Author(s):  
Manjiri Kunte ◽  
Parisa Rungruang
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
Self Efficacy ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Personal Resources ◽  
Cross Sectional ◽  
Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

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