Doris Jantzi

Bio: Doris Jantzi is an academic researcher from Ontario Institute for Studies in Education. The author has contributed to research in topics: Educational leadership & Transformational leadership. The author has an hindex of 32, co-authored 42 publications receiving 7978 citations. Previous affiliations of Doris Jantzi include University of Toronto.

The Effects of Transformational Leadership on Organizational Conditions and Student Engagement with School.

Abstract: Most school restucturing initiatives assume significant capacity development on the part of individuals, as well as whole organizations; they also depend on high levels of motivation and commitment to solving the substantial problems associated with the implementation of restructuring initiatives. Transformational approaches to leadership have long been advocated as productive under these conditions, and evidence suggests that transformational practices do contribute to the development of capacity and commitment. Much less evidence is available, however, about whether these socio‐psychological effects actually result in organizational change and enhanced organizational outcomes. Survey data from an achieved sample of 1,762 teachers and 9,941 students in one large school district were used to explore the relative effects of transformational leadership practices on selected organizational conditions and student engagement with school. Results demonstrated strong significant effects of such leadership on organizational conditions, and moderate but still significant total effects on student engagement.

Transformational School Leadership for Large-Scale Reform: Effects on students, teachers, and their classroom practices

Abstract: Using data from a larger 4-year evaluation of England's National Literacy and Numeracy Strategies, this study tested the effects of a school-specific model of transformational leadership on teachers (motivation, capacities, and work settings), their classroom practices, and gains in student achievement. Some 2,290 teachers from 655 primary schools responded to 2 forms of a survey (literacy and numeracy) measuring all variables in our framework. Our measure of student achievement was gains in the British government's own Key Stage 2 tests over either 2 (numeracy) or 3 (literacy) years. Path analytic techniques were used to analyze the several different versions of the results. Results indicate significant effects of leadership on teachers' classroom practices but not on student achievement.

A Review of Transformational School Leadership Research 1996–2005

Abstract: This paper uses evidence about transformational forms of leadership in schools provided by 32 empirical studies published between 1996 and 2005 to answer questions about the nature of such leadership, its antecedents, and the variables that both moderate and mediate its effects on students. Results indicate significant, primarily indirect effects of this form of leadership on both student achievement and engagement in school. These effects are mediated by school culture, teachers’ commitment and job satisfaction, and a small number of other variables. Few studies have examined the antecedents or moderators of transformational school leadership.

Linking Leadership to Student Learning: The Contributions of Leader Efficacy:

Abstract: Purposes: This study aimed to improve our understanding of the nature, causes and consequence of school leader efficacy, including indirect influences on student learning. We asked about district c...

Testing a Conception of How School Leadership Influences Student Learning

Abstract: Purpose: This article describes and reports the results of testing a new conception of how leadership influences student learning (“The Four Paths”). Framework: Leadership influence is conceptualiz...

기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

Students' Need for Belonging in the School Community:

Abstract: Defining sense of community as a feeling of belongingness within a group, this article reviews research about students' sense of acceptance within the school community to address three questions: Is this experience of belongingness important in an educational setting? Do students currently experience school as a community? And how do schools influence students' sense of community? Conceptually, the review reflects a social cognitive perspective on motivation. This theoretical framework maintains that individuals have psychological needs, that satisfaction of these needs affects perception and behavior, and that characteristics of the social context influence how well these needs are met. The concern here is how schools, as social organizations, address what is defined as a basic psychological need, the need to experience belongingness. The findings suggest that students' experience of acceptance influences multiple dimensions of their behavior but that schools adopt organizational practices that neglect and may actually undermine students' experience of membership in a supportive community.

Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men

Abstract: A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.