Author :
Abstract
Bu çalışmanın amacı liderlik stilleri ile yönetici öz-yeterliği arasındaki ilişkiyi incelemek ve yönetici öz-yeterliğinin liderlik stillerinin öncüllerinden biri olup olmadığını belirlemektir. Araştırmanın örneklemini 176 okul yöneticisi oluşturmaktadır. Okul yöneticilerinin 162’si erkek, 14’ü ise kadındır, kıdemleri 1-43 yıl (X ̅=16.1) arasında, yöneticilik kıdemleri ise 1-37 yıl (X ̅=9,6) arasında değişmektedir. Çalışmada, okul yöneticilerinin liderlik stillerini belirlemek amacıyla Bass ve Avolio (2004) tarafından geliştirilen ve Türkçe uyarlaması Cemaloğlu (2007) tarafından yapılan Çok boyutlu Liderlik Anketi ve Yönetici öz-yeterliğini belirlemek içinse Tschannen-Moran ve Gareis (2004) tarafından geliştirilen ve Türkçe uyarlaması Negiş-Işık ve Derinbay (2015) tarafından yapılan Yönetici Öz-yeterliği Ölçeği kullanılmıştır. Araştırma sonucunda Yönetici öz-yeterliği ile dönüşümsel liderliğin bütün alt boyutları arasında pozitif yönde anlamlı ilişki olduğu görülmüştür. Araştırma hipotezlerinde beklenenin aksine yönetici öz-yeterliği ile etkilişimsel liderliğin koşullu ödül ve istisnalarla yönetim (aktif) alt boyutları arasında da pozitif yönde anlamlı ilişki bulunmuştur. Etkileşimsel liderliğin diğer boyutları ise yönetici öz-yeterliği ile negatif yönde anlamlı ilişkiye sahiptir. Çalışma sonucunda ayrıca yönetici öz-yeterliğinin dönüşümsel liderliğin anlamlı bir yordayıcısı olduğu görülmüştür.
Keywords
Abstract
The aim of this research is to analyse the relationship between principals’ self-efficacy and leadership style and to examine whether self-efficacy is a antecedent of leadership styles. The research sample consists of 176 principals who work in the central region of Turkey. Of the participants, 162 are males and 14 are females. Professional seniority range is 1-43 years (M=16,1) and management seniority range is 1-37 years (M=9,6). In the study, in order to determine leadership styles of principals, Multifactor Leadership Questionnaire which was developed by Bass and Avolio (2004) and adopted into Turkish by Cemaloğlu (2007) was used. In order to determine principal self-efficacy, Principal Sense of Efficacy Scale which was developed by Tschannen-Moran and Gareis (2004) and adopted into Turkish by Negiş-Işık and Derinbay (2015) was used. Research findings indicate that there is a significant positive relationship between self-efficacy and sub-scales of transformational leadership. There is also significant positive relationship between principals’ self-efficacy and contingent rewards and the management by exception (active) and significant negative relationship between principals’ self-efficacy and the management by exception (passive) and laissez-faire. Concurrently, it was found that self-efficacy is a significant antecedent of transformational leadership.
Keywords
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