Abstract
This study aimed to identify school administrators’ views on school administrators’ cultural intelligence and cultural leadership behaviors. The study employed relational screening model, a descriptive research method, since it set out to determine the existing situation. “Cultural Intelligence Scale” and “Cultural Leadership Scale” were used in the study as data collection tools. Pearson correlation analysis and multiple linear regression analysis were used in data analysis. The population of this study was composed of 328 school administrators employed in Duzce province during 2013 to 2014 academic year. Based on the result obtained from the participants, it can be argued that administrators have high perception levels regarding Cultural Intelligence and Cultural Leadership. The administrators employed in schools regard themselves as competent in terms of cultural intelligence levels and they believe they present cultural leadership behaviors. Based on participants’ perceptions, there is a medium level of positive significant relationship between cultural intelligence levels, cultural leadership roles and cultural intelligence, and its sub dimensions significantly predict cultural leadership roles and behaviors. Key words: Principal, cultural A±ntelligence, cultural leadership.
Highlights
Culture is the sum of tangible and intangible values of a society, and it is developed by previous generations and transferred to generations to be further developed and transferred
This study aimed to identify school administrators’ views on school administrators’ cultural intelligence and cultural leadership behaviors
While school administrators regard themselves to be competent in terms of cultural intelligence levels, they think they display cultural leadership behaviors
Summary
Culture is the sum of tangible and intangible values of a society, and it is developed by previous generations and transferred to generations to be further developed and transferred. Organizational culture is a system composed of various elements such as emotions, norms, interactions, efforts, expectations, symbols, rituals, myths, values, beliefs, attitudes, traditions, patterns of behavior and habits, and it is the product of organization’s interaction with its environment in various manners (Çelik, 1997; Schein, 1992; Yıldırım, 2001). Since the second half of the twentieth century, scientific studies on leadership have started to focus on the traits that distinguish leaders from non-leaders and followers (Hoy and Miskel, 2012) and traits that separate effective leaders from ineffective ones. The psychological and physiological traits of leaders have been the focus of studies so far (Şişman, 2002; Çelik, 1999; Stogdill, 1981; Immegart, 1988)
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