SYCLE ONE SCHOOL PRINCIPLES’TEACHER JOB SATISFACTION IN NORTH AL BATINAH IN THE SULTANATE OF OMAN

The study aimed to identify the leadership patterns practiced by the female principals of the first circle schools as seen by the teachers of the first field in the province of North Al Batina, and to identify the level of job satisfaction of the teachers of the first field, and to reveal the correlation between the leadership patterns of the female principals of the first circle and the job satisfaction of the teachers of the first field. The researcher used the descriptive correlation method, and designed two questionnaires: the questionnaire measuring the leadership patterns of the female school principals of the first episode in North Al-Batina, and the other the questionnaire of the measurement of job satisfaction in the teachers of the first field in The North Al-Batina, each questionnaire contained 30 paragraphs, and included three axes. The results of the study showed that the democratic leadership style came first, with a mathematical average of 4.45,which is the most practiced pattern among the principals of the first circle schools in the province of North Al-Batina, followed by the autocratic leadership pattern, the leadership pattern, asindicated by the results of the study to the high level of job satisfaction in all axes with a mathematical average of 4.52, and came first the center of job satisfaction related to satisfaction with the nature of work, with a mathematical average of 4.62, followed by the axis of satisfaction of school mates, and came in third place the focus of satisfaction for the school principal, and also indicated the results of the study indicated the existence of a positive medium statistically function between the practice of the female principals of the first circle schools in the province of North Al-Batina of the democratic leadership style and the job satisfaction of the teachers of the first field, where the correlation reached the coefficient r =0.61. Based on the results of the current study, the researcher recommends: maintaining the level of active practice of the democratic leadership style of the female teachers of the first circle schools in North Al-Batina, because of its importance in achieving a good level of job satisfaction, and maintaining the level of high job satisfaction among the teachers of the first field in North Al-Batina, because of its role in achieving.

Counter-hegemonic leadership for democratic alter-politics in our times

This article sets out to grapple with strategic challenges facing democratic alter-politics in our times, dwelling on the question of leadership to explore ways of overcoming the frailties and risks that beset grassroots collective agency for democratic renewal. Discussion begins thus by fleshing out the notion of contemporary democratic alter-politics which breaks both with top-down statist rule and conventional activism, fostering openness, diversity, assembly-based democracy, attention to process, egalitarianism, prefiguration, work in everyday life along with mass mobilization, and engagement with institutions to effect change. In a second step, the argument brings out the strategic limitations of this alter-politics by engaging with relevant theories and reflections on strategy. The following key part of the article sketches the outlines of a strategy of counter-hegemony that could tackle some of these limitations by reconfiguring democratic leadership. Drawing on recent social movements and organizational studies, critical analysis will seek to indicate how the pursuit of effective leadership can be aligned with the alter-politics of egalitarian collective self-direction to boost and expand it in the political circumstances of the present. The nub of the argument is that ‘another leadership’ that is assembly-based, technopolitical, reflective, distributed, ‘servant’, and feminized can further democratic alter-politics.

Recognising indigenous vegetables as potential contributors to livelihoods development: a case of two district municipalities in northern KwaZulu-Natal

South Africa is a food sufficient country. Native South Africans, however, continue to suffer from food insecurity at a household level, even under contemporary democratic leadership. Influenced by the COVID-19 pandemic, the study was conducted to determine the role of indigenous vegetables in rural livelihoods in the two selected district municipalities of northern KwaZulu-Natal, namely iLembe District Municipality (IDM) and the King Cetshwayo District Municipality (KCDM). A purposive sample which consisted of 130 participants (n=130) was drawn, and data were analysed descriptively using Microsoft Excel Software. Our findings point in the direction that indigenous vegetables have the potential to contribute to livelihoods development. It was also found that these vegetables can thrive under diverse climatic conditions, including both irrigated and rainfed areas. This is especially important in a country like South Africa which faces major challenges of water scarcity and household food insecurity. Most household heads in the study were unemployed and relied on government monetary incentives for survival. It is concluded that there is a need to include these indigenous crops as part of the main discussions in the food discourse and to recognise them as a tool to enhance livelihood development.

Raising Concerns at Work in the Swedish Healthcare and Educational Sectors: Silence and Voice Climates

This article is based on an interview study of workers in Sweden’s healthcare and educational sectors who raise or withhold concerns about conditions at the workplace. Five groups of climates regarding concerns raised internally were found: A high voice climate, a moderate voice climate, a restrained voice climate, a resignation silence climate, and a silence and fear climate. A democratic leadership orientation lays the foundation for a voice climate based on trust and open dialogue. Silence and fear climates are created by an autocratic and retaliative leadership orientation. Also, a laissez-faire leadership can have a silencing effect on the workplace climate. Autocratic leadership and a hierarchical view on communication are silencers both regarding concerns raised internally and externally. If organisations are exposed to competition, loyalty towards the organisations tends to be strengthened in order to protect the brand, thus having a silencing effect on raising concerns externally. As a consequence, teacher practise self-censorship in order to conceal problems at their school, thereby protecting the school’s reputation on the market.

Teachers’ autonomous motivation and work engagement: The role of the principal’s democratic leadership style and psychological climate

Introduction. The dependence of autonomous motivation of teachers on the principal’s leadership style was previously considered on the basis of the concept of transformational leadership by B. Bass, whereas its relationship with the styles described in the concept of K. Levin is understudied. The mediators of relations between leadership styles and teachers’ motivation are not sufficiently studied. According to the self-determination theory, such mediators can include psychological climate.Aim. The aim of the current research was to develop an integrative concept of leadership styles by K. Lewin and the theory of self-determination by E. Deci and R. Ryan model of dependence of teachers’ professional motivation and work engagement on the principal’s leadership styles. An additional task was to analyse the mediating role of the psychological climate of the school staff.Methodology and research methods. The correlational research was realised with the sample comprising 238 secondary school teachers in Biysk. The participants answered the Professional Motivation Questionnaire, Utrecht Work Engagement Scale, Style of Leadership Questionnaire and Group Atmosphere Scale. During processing of obtained data the authors used correlation analysis, t-tests for comparison of means and structural equation modelling.Results. The elaborated structural model demonstrates that the democratic leadership style of the school principal is positively related to the autonomous motivation of teachers directly and indirectly through the psychological climate. The principal’s liberal leadership style is inversely related to teachers’ work engagement. In terms of self-determination theory, these results reflect different opportunities to meet the basic psychological needs of employees in teams with different psychological climate and principal’s leadership style.Scientific novelty includes elaborated model describing the relationship of principals’ leadership styles according to K. Lewin’s typology with autonomous motivation and work engagement of teachers. The revealed effect of partial mediation of relations between democratic leadership style and autonomous motivation of teachers through psychological climate clarifies the ideas about the system of socio-psychological factors of professional motivation.Practical significance consists in usage of the results for improvement of psychological training of principals, optimisation of their leadership style for creating better psychological atmosphere and support for teachers’ productive motivation.

Autocratic, Democratic, Transformational and Charismatic Leadership Styles and Contingency of Different Performance Outcomes in SMEs

We analyze four different leadership styles from multiple dimensions to find out the suitability of these styles for the leaders working in Pakistani small and medium enterprises (SMEs). Theoretically, it is an additional perspective in the debate on effectiveness of different leadership styles in different environments for different purposes. It starts with analyzing contemporary theories of leadership and their derivative styles. Next, it discusses the major aspects of organizational environment coming from the broader culture of a country. Subsequently, it tries to provide a more balanced view in the debate on cause and effect of leadership styles and their effectiveness in specific organizational culture. In the empirical analyses the study analyzes the productivity, acceptance and sustainable success of different leadership styles in the organizations working in Pakistan. The data is collected both from business leaders and their relevant followers. The findings of study explains that outputs when measured in terms quantity shows better results for autocratic leadership style while democratic leadership style give better results when measured in terms of quality. Similarly, willingness of followers to continue and their inspirations beyond the formal organizational structure are higher for charismatic and participative leadership styles.

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.

The Leadership and Performance of Nurses in The Hospital

Introduction: the performance of nurses is closely related to organizations and individuals who greatly influence the quality of health services in hospitals. Therefore, improving the performance of nurses through leadership needs to be considered. The study aimed to analyze the relationship between leadership with the performance of nurses in hospital.Method: the design of the study was descriptive correlational with a cross-sectional approach. The sample size of 205 respondents who were selected through simple random sampling technique. The inclusion criteria for respondents were nurse who were implementing nurse, working more than one year, and providing nursing care. The independent variable was the leadership, and the dependent variable was the performance of nurses. The instruments used were the situational leadership questionnaire questionnaire for leadership and the observation sheet: nursing documentation questionnaire for performance of nurse’s questionnaire. The data analysed using descriptive analysis and logistic regression test with a significance value of p ≤ 0.05.Results: the results showed that the leadership was significantly related to the performance of nurses in hospitals (p = 0.000). The most influential leadership is the democratic leadership. The democratic leadership is mostly owned by nurses with good performance.Conclusion: the leadership of the head of the room with a democratic style can improve the performance of nurses in hospitals by respecting their nature and abilities, encouraging staff to develop, and involving staff in decision making. So that health services in the hospital will be optimal.