Abstract
In international literature there are many documented studies which have shown the relationship between leadership and job satisfaction. Specifically, transformational leadership is highly associated with this important and positive work attitude, that is, job satisfaction. The interpretation in a school context is that the director should operate as transformational leader so as to produce better educational outcomes through teachers' job satisfaction. In Greece, little empirical research has been done to investigate the perceptions of teachers about the relationship between transformational leadership and job satisfaction of teachers. The purpose of the present study is to investigate the perceptions of teachers to the extent that transformational leadership contributes to job satisfaction. The selected research method is a combination of quantitative and qualitative methods, namely using the questionnaire and the interview. The sample consisted of 171 teachers from two types of educational institutions, secondary junior high schools and high schools, of a local directorate of secondary education. The survey results showed that teachers feel substantial satisfaction when the school principal acts as a transformational leader. Demographic variables, the type of school, and work experience, do not affect the views of teachers.
Highlights
1.1 Introduction to the ProblemThe modern environment, within which a school organization operates, is characterized by dynamic development
According to international research data, it is shown that when transformational leadership is effectively applied to educational organizations, it has a positive impact on schooling conditions, as well as on teachers’ internal states and behaviors, contributing to their job satisfaction (Leithwood & Jantzi, 2000; Leithwood & Jantzi 1999a; Leithwood, Jantzi & Steinbach, 1999b; Leithwood & Sun 2012; Meng & Chin, 2007)
Transformational leadership is successfully applied to educational organizations, since research data show that it has a positive impact on schooling conditions, on teachers’ internal states and behaviors and their job satisfaction, as well as on student performance and progress (Leithwood et al, 2012; Leithwood et al, 2000; Meng et al, 2007)
Summary
The modern environment, within which a school organization operates, is characterized by dynamic development As a result, this represents a challenge for the school organization, in order for it to be able to respond to changes with flexibility and determination, and establish a positive outlook, avoiding stagnation. This represents a challenge for the school organization, in order for it to be able to respond to changes with flexibility and determination, and establish a positive outlook, avoiding stagnation It is an imperative need for leaders/principals to possess an appealing and charismatic personality, combined with a strong influence and a broad vision; these leaders should be able to ignite enthusiasm among teachers and inspire them toreach optimum utilization of their skills and capabilities, as well as experience a high level of job satisfaction. An investigation takes place on the views held by teachers about the association between their job satisfaction and the transformational leadership model in school
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