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The Relationship between Distributed Leadership as Practiced by Principals and the Organizational Commitment of Teachers
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The article was published on 2010-01-01 and is currently open access. It has received 10 citations till now. The article focuses on the topics: Shared leadership & Distributed leadership.read more
Citations
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Good to great.
Rod J. Rohrich,Paul Pomerantz +1 more
TL;DR: This question, posed to Jim Collins over dinner one evening, inspired the book Good to Great, and what makes this book so interesting is not only what was discovered, but the rigor of the discovery process.
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The Impact of Distributed Leadership Behaviors of School Principals on the Organizational Commitment of Teachers.
Öznur Ataş Akdemir,Ahmet Ayik +1 more
TL;DR: In this article, the effect of school principals' distributed leadership behaviors on teachers' organizational commitment was investigated by using a correlational survey model and Pearson Moment Correlation to determine the relationships among the variables; and multiple linear regression analysis has been used to investigate predictive power of distributed leadership.
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Effects of Distributed Leadership on Teachers' Job Satisfaction, Organizational Commitment and Organizational Citizenship.
TL;DR: In this paper, the authors investigated the effects of distributed leadership on teachers' job satisfaction, organizational commitment, and commitment in Gaziantep city of Turkey, and found that distributed leadership had a statistically significant effect on teachers’ job satisfaction and organizational commitment.
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Relation among managers, teachers and schools at state schools in turkey: shared leadership, job satisfaction, organizational trust
TL;DR: In this paper, the authors aimed at analyzing the level of shared leadership of the schools in terms of the teachers' perception; measurement of job satisfaction and organizational trust levels of teachers; and settling the relationship among these variables.
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A Study on Shared Leadership and Positive Psychological Capitals of Teachers at Primary and Secondary Schools
TL;DR: In this article, a study was conducted to measure shared leadership and positive psychological capital levels of teachers at schools and examine the relationship between these two variables, which showed that shared leadership at schools increases the positive perspectives of teachers, their expertise, sense of trust, social characteristics, their resolve to struggle against difficulties and their hope for the future.
References
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The Role of Pay Satisfaction and Organizational Commitment in Turnover Intentions: A Two-Sample Study
TL;DR: In this paper, the relationship between pay satisfaction, organizational commitment, and turnover intentions was investigated using a multidimensional perspective on both pay satisfaction and organizational commitment and the results showed that the effect of pay satisfaction on intended turnover is mediated by affective commitment and perceived sacrifice commitment.
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Performance differences among four organizational commitment profiles.
TL;DR: The authors found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.
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The emergence of distributed leadership in education: why now?
TL;DR: The recent emergence of distributed leadership has been very marked. But the evidence base which supports this endorsement is weak: there is little evidence of a direct causal relationship between distributed leadership and pupil attainment.
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Distributed leadership: conceptual confusion and empirical reticence
TL;DR: The school leadership field is particularly susceptible to new leadership terms that are temporarily popular, only to be quickly supplemented with more fashionable ideas or theories as mentioned in this paper, and the field is r...
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The Relationship Between Paternalistic Leadership and Organizational Commitment: Investigating the Role of Climate Regarding Ethics
TL;DR: In this article, the authors investigated the relationship between paternalistic leadership behaviors, climate regarding ethics and organizational commitment, and found that benevolent leadership had a moderate effect on affective commitment and strong effect on continuance commitment.
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