Effects of Distributed Leadership on Teachers’ Job Satisfaction, Organizational Commitment and Organizational Citizenship

Mustafa Samancioglu,Murat Baglibel,Barbara Jeanne Erwin

doi:10.29333/pr/6439

Abstract

The aim of this study was to investigate the effects of distributed leadership on the teachers’ job satisfaction, organizational citizenship behaviour and commitment. To this aim, Distributed Leadership Inventory (Hulpia, Devos, & Rosseel 2009a), Job Satisfaction Scale (Andrews & Whitney 1976), Organizational Commitment Scale (Meyer & Allen 1991), and Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy 2005) were applied to 344 teachers working at schools in Gaziantep city of Turkey. For the statistical analysis of the collected data standard multiple regression analysis was employed. Results of the study showed that distributed leadership had a statistically significant effect on teachers’ job satisfaction, organizational citizenship behavior and organizational commitment. In terms of sub dimensions of the distributed leadership, while leadership functions dimension statically significantly affected job satisfaction, organizational commitment and organizational citizenship behavior; coherent leadership team subdimension affected only job satisfaction. Some recommendations for educational managers, policymakers and researchers in the area were made according to findings of the study.

Highlights

Today’s organizations struggle to accord with the rapid changes of the knowledge-based society, and in this context, organizational operations and decision-making are becoming more complex
Research which will be carried out in this subject will help to create a wider agenda on the most appropriate forms of organization in educational environments (Leithwood et al, 2009). With this background in mind, the aim of this study is to examine whether distributed leadership has an effect on the teachers’ job satisfaction (JS), organizational commitment (OC) and organizational citizenship behaviour (OCB)
As seen from the table, distributed leadership is positively correlated with Job Satisfaction (JS) (r=0.531), Organizational Citizenship Behaviour (OCB) (r=0.526) and Organizational Commitment (OC) (r=0.521)

Summary

Introduction

Today’s organizations struggle to accord with the rapid changes of the knowledge-based society, and in this context, organizational operations and decision-making are becoming more complex. There is an increased tendency towards school-based management, the school principal’s workload has become heavier and this makes it very hard to fulfil his responsibilities (Bush, 2012) Under these circumstances, the schools have to make their staff and stakeholders participate in the decision-making processes more than they have done in the past to improve themselves and to attain outstanding achievements (Leithwood, Mascall, & Strauss, 2009). It is emphasized that distributing leadership roles to the members of organization increases the quality of the decisions, affects the school positively and is more effective than the other leadership approaches (Berjaoui & Karami-Akkary, 2019; Bush, 2012; Leithwood, Harris, & Hopkins, 2008)

Objectives

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Results

Conclusion