The Two Faces of Bureaucracy and Shared Leadership: The Effect of School Bureaucratic Structure on School Administrators' Shared Leadership Behaviors

Zeynep Umur Erkuş; Mahire Aslan

Makale detayları

The Two Faces of Bureaucracy and Shared Leadership: The Effect of School Bureaucratic Structure on School Administrators' Shared Leadership Behaviors

Yazarlar:

Zeynep Umur Erkuş | Mahire Aslan

Yayıncı:

Afyon Kocatepe University

Dergi:

Afyon Kocatepe Üniversitesi Sosyal Bilimler Dergisi Vol.26 Issue 3, pp.983-996

Belge Tipi:

Makale

Yayın Tarihi:

9/2024

Belge Dili:

Türkçe

Document ID (Org No.):

2001328245

pISSN:

1302-1265

Anahtar kelimeler:

Özet:

 In this study, it was aimed to examine the effect of the bureaucratic structure of the schools on the school administrators shared leadership behaviors according to the perceptions of the teachers. The research data were collected with a five-point Likert type scale of effectiveness of school structure and shared leadership scale. The sample of the research consists of 256 primary and secondary school teachers. In data analysis, descriptive statistics such as frequency and percentage calculation, t-test, one-way analysis of variance, Mann Whitney U and Kruskall Wallis tests for unrelated samples to calculate the differences between group means, and standard multiple regression analysis to determine causal relationships between variables were used. According to the results of the research, the shared leadership behaviors of school administrators are mostly at the level of the teachers perceptions. The enabling sub scale of the bureaucracy in the school was determined mostly, while the coercive sub scale aspect was determined rarely. Shared leadership scores are not different according to teachers gender, branch and seniority variables, there is a low level of significant difference according to the school type variable. Bureaucratic structure scores are not different according to gender and seniority variables. However, there is a low level of difference in coercive bureaucracy scores according to school type and branch variables. The results of the multiple linear regression analysis show that teachers perceptions of enabling and coercive bureaucracy at school are a significant predictor of school administrators perceptions of shared leadership behavior. There is a moderate positive relationship between shared leadership and enabling bureaucracy, and a moderate negative relationship between coercive bureaucracy.

 In this study, it was aimed to examine the effect of the bureaucratic structure of the schools on the school administrators shared leadership behaviors according to the perceptions of the teachers. The research data were collected with a five-point Likert type scale of effectiveness of school structure and shared leadership scale. The sample of the research consists of 256 primary and secondary school teachers. In data analysis, descriptive statistics such as frequency and percentage calculation, t-test, one-way analysis of variance, Mann Whitney U and Kruskall Wallis tests for unrelated samples to calculate the differences between group means, and standard multiple regression analysis to determine causal relationships between variables were used. According to the results of the research, the shared leadership behaviors of school administrators are mostly at the level of the teachers perceptions. The enabling sub scale of the bureaucracy in the school was determined mostly, while the coercive sub scale aspect was determined rarely. Shared leadership scores are not different according to teachers gender, branch and seniority variables, there is a low level of significant difference according to the school type variable. Bureaucratic structure scores are not different according to gender and seniority variables. However, there is a low level of difference in coercive bureaucracy scores according to school type and branch variables. The results of the multiple linear regression analysis show that teachers perceptions of enabling and coercive bureaucracy at school are a significant predictor of school administrators perceptions of shared leadership behavior. There is a moderate positive relationship between shared leadership and enabling bureaucracy, and a moderate negative relationship between coercive bureaucracy.

 In this study, it was aimed to examine the effect of the bureaucratic structure of the schools on the school administrators shared leadership behaviors according to the perceptions of the teachers. The research data were collected with a five-point Likert type scale of effectiveness of school structure and shared leadership scale. The sample of the research consists of 256 primary and secondary school teachers. In data analysis, descriptive statistics such as frequency and percentage calculation, t-test, one-way analysis of variance, Mann Whitney U and Kruskall Wallis tests for unrelated samples to calculate the differences between group means, and standard multiple regression analysis to determine causal relationships between variables were used. According to the results of the research, the shared leadership behaviors of school administrators are mostly at the level of the teachers perceptions. The enabling sub scale of the bureaucracy in the school was determined mostly, while the coercive sub scale aspect was determined rarely. Shared leadership scores are not different according to teachers gender, branch and seniority variables, there is a low level of significant difference according to the school type variable. Bureaucratic structure scores are not different according to gender and seniority variables. However, there is a low level of difference in coercive bureaucracy scores according to school type and branch variables. The results of the multiple linear regression analysis show that teachers perceptions of enabling and coercive bureaucracy at school are a significant predictor of school administrators perceptions of shared leadership behavior. There is a moderate positive relationship between shared leadership and enabling bureaucracy, and a moderate negative relationship between coercive bureaucracy.

 Bu çalışmada öğretmenlerin algılarına dayalı olarak, okulların bürokratik yapısının okul yöneticilerinin paylaşılan liderlik davranışları üzerindeki etkisinin incelenmesi amaçlanmıştır. Araştırma verileri beşli likert tipindeki Okul yapısının etkililiği ölçeği ve paylaşılan liderlik ölçeği ile toplanmıştır. Araştırmanın örneklemi 256 ilkokul ve ortaokul öğretmeninden oluşmaktadır. Veri analizinde değişkenler arasındaki nedensel ilişkileri tespit etmek için regresyon analizi kullanılmıştır. Araştırma sonucunda okul yöneticilerinin paylaşılan liderlik davranışları, öğretmenlerin algılarına göre, çoğunlukla düzeyindedir. Okuldaki bürokrasinin kolaylaştırıcı boyutu çoğunlukla düzeyinde engelleyici boyutu ise nadiren düzeyindedir. Paylaşılan liderlik puanları öğretmenlere ait cinsiyet, branş, kıdem değişkenlerine göre farklı değildir, okul türü değişkenine göre düşük düzeyde anlamlı fark vardır. Bürokratik yapı puanları cinsiyet ve kıdem değişkenlerine göre farklı değildir. Ancak engelleyici bürokrasi puanlarında okul türü ve branş değişkenlerine göre düşük düzeyde farklılık vardır. Yapılan çoklu doğrusal regresyon analizi sonuçları, öğretmenlerin okuldaki kolaylaştırıcı ve engelleyici bürokrasi algılarının okul yöneticilerinin paylaşılan liderlik davranışına ilişkin algılarının anlamlı bir yordayıcısı olduğunu göstermektedir. Kolaylaştırıcı bürokrasi ile paylaşılan liderlik arasında pozitif yönlü orta düzey, engelleyici bürokrasi, ile paylaşılan liderlik arasında negatif yönlü orta düzey ilişkinin olduğu görülmüştür.

Makale detayları

The Two Faces of Bureaucracy and Shared Leadership: The Effect of School Bureaucratic Structure on School Administrators' Shared Leadership Behaviors

Yazarlar:

Zeynep Umur Erkuş | Mahire Aslan

Yayıncı:

Afyon Kocatepe University

Dergi:

Afyon Kocatepe Üniversitesi Sosyal Bilimler Dergisi Vol.26 Issue 3, pp.983-996

Belge Tipi:

Makale

Yayın Tarihi:

9/2024

Belge Dili:

Türkçe

Document ID (Org No.):

2001328245

pISSN:

1302-1265

Bureaucratic Structure

Coercive Bureaucracy

Enabling Bureaucracy

Shared Leadership

Distribured LeadershipBürokratik Yapı

Engelleyici Bürokrasi

Kolaylaştırıcı Bürokrasi

Paylaşılan Liderlik

Bureaucratic Structure

Coercive Bureaucracy

Enabling Bureaucracy

Shared Leadership

Distribured Leadership

Sayı

Makale detayları

Yazarlar: Zeynep Umur Erkuş | Mahire Aslan

Yayıncı: Afyon Kocatepe University

Dergi: Afyon Kocatepe Üniversitesi Sosyal Bilimler Dergisi Vol.26 Issue 3, pp.983-996

Belge Tipi: Makale

Yayın Tarihi: 9/2024

Belge Dili: Türkçe

Document ID (Org No.): 2001328245

pISSN: 1302-1265

Sayı

Yazarlar:

Zeynep Umur Erkuş | Mahire Aslan

Yayıncı:

Afyon Kocatepe University

Dergi:

Afyon Kocatepe Üniversitesi Sosyal Bilimler Dergisi Vol.26 Issue 3, pp.983-996

Belge Tipi:

Makale

Yayın Tarihi:

9/2024

Belge Dili:

Türkçe

Document ID (Org No.):

2001328245

pISSN:

1302-1265