Advertisement

Quality Assurance in Education in the Light of the Effectiveness of Transformational School Leadership

  • Sofia AnastasiadouEmail author
  • Lazaros Anastasiadis
Conference paper
Part of the Springer Proceedings in Business and Economics book series (SPBE)

Abstract

The main aim of the present paper is to endorse the effects of Transformational School Leadership on teachers and their teaching practices. Transformational School Leadership model, which comprises an essential element of quality assurance, is based on the constructs of Setting Directions, Developing People, Redesigning the Organizations, Reliability of Administrative Leadership. Measures of Teachers Capacities, Measures of Teachers’ Motivation, Measures of Teachers’ Work Setting, and Measures of Teachers’ Classroom Practices. A survey has been conducted among secondary school teachers in Greece. In order to validate the measurement model and to test the hypothesized relationships, structural equation modeling was performed. The study provides useful insights on the era of quality assurance in education that lead to the improvement of teaching practices. The research findings reveal that Education Redesigning the Organization, Measures of Teachers’ Classroom Practices, and Developing People are the most important factors among the seven dimensions on Transformational School Leadership. It was also found that Measures of Teachers’ Motivation plays more important role than Measures of Teacher Capacities, Setting Directions, and Measures of Teachers’ Work Settings.

Future research could apply this scale of transformational leadership on the secondary education system (in Greece) in order to compare the empirical results of this survey with the new results from secondary teachers across Greece.

Keywords

Leadership Transformational leadership Quality assurance 

References

  1. Akbaba-Altun, S. (2003). Eğitim yönetimi ve değerler. Değerler Eğitimi Dergisi, 1(1), 7–18.Google Scholar
  2. Anastasiadou, S. (2016). Evaluation of the implementation of TQM principles in tertiary education using the EFQM excellence model -research in educational departments of Greek universities. Dissertation, Geek Open University.Google Scholar
  3. Atilgan, C., & McCullen, P. (2011). Improving supply chain performance through auditing: A change management perspective. Supply Chain Management: An International Journal, 16(1), 11–19.CrossRefGoogle Scholar
  4. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press.Google Scholar
  5. Bass, B. M., & Steidlmeier, P. (1999). Ethics, character and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181–217.CrossRefGoogle Scholar
  6. Burns, J. M. (1978). Leadership. New York: Harper & Row.Google Scholar
  7. Churchill, G. A. (1979). A paradigm for developing better measures for marketing constructs. Journal of Marketing Research, 16, 64–73.CrossRefGoogle Scholar
  8. Crosby, P. B. (1979). Quality if free: The art of making quality certain. New York: McGraw-Hill.Google Scholar
  9. Crosby, P. B. (1984). Quality without tears. New York: MacGraw-Hill.Google Scholar
  10. Day, D. V., Gronn, P., & Sales, E. (2004). Leadership capacity in terms. The Leadership Quarterly, 15, 857–880.CrossRefGoogle Scholar
  11. De Long, W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 1(4), 113–127.Google Scholar
  12. Feigenbaum. (1986). Total quality control (3rd ed.). New York: McGraw-Hill.Google Scholar
  13. Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39–50.CrossRefGoogle Scholar
  14. Goetch, D. L., & Davis, S. B. (2013). In Tziola (Ed.), Quality management and organizational excellence. Thessaloniki.Google Scholar
  15. Griffith, J. (2004). Relation of principal transformational leadership to school staff job satisfaction, staff turnover, and school performance. Journal of Educational Administration, 42(3), 333–356.CrossRefGoogle Scholar
  16. Grojean, M. W., Resock, C. J., Dickson, M. W., & Smith, D. B. (2004). Leaders, values and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics. Journal of Business Ethics, 33, 223–241.CrossRefGoogle Scholar
  17. Juran, J. M. (1992). Juran on quality by design: The new steps for planning quality into goods and services. New York: The Free Press.Google Scholar
  18. Juran, J. M. (1997). Early SPC: A historical supplement. Quality Progress, 30, 73–81.Google Scholar
  19. Kanugo, R. N. (2001). Ethical values of transactional and transformational leaders. Canadian Journal of Administrative Sciences, 18(4), 257–265.CrossRefGoogle Scholar
  20. Kim, D. J., Ferrin, D. L., & Rao, H. R. (2008). A trust based consumer decision-making model in electronic commerce: The role of trust, perceived risk, and their antecedents. Decision Support Systems, 44(2), 544–564.CrossRefGoogle Scholar
  21. Lee, S. F., Roberts, P., Lau, W. S., & Leung, R. (1999). Survey on Deming’s TQM philosophies implementation in Hong Kong. Managerial Auditing Journal, 14(3), 136–145.CrossRefGoogle Scholar
  22. Leithwood, K. (1992). The move toward transformational leadership. Educational Leadership, 49(5), 8–12.Google Scholar
  23. Leithwood, K. (1994). Leadership for school restructuring. Educational Administration Quarterly, 30(4), 498–518.CrossRefGoogle Scholar
  24. Leithwood, Κ., Jantzi, D., & Fernandez, A. (1994). Transformational leadership and teachers’ commitment to change. In J. Murphy & K. Louis (Eds.), Reshaping the principal ship (pp. 77–79). Thousand Oaks, CA: Corwin Press.Google Scholar
  25. Leithwood, K., Tomlinson, D., & Genge, M. (1996). Transformational school leadership. In K. Leithwood, J. Chapman, D. Corson, P. Hallinger, & A. Hart (Eds.), International handbook of educational leadership and administration (pp. 785–840). Dordrecht: Kluwer Academic.CrossRefGoogle Scholar
  26. Leithwood, K., & Jantzi, D. (1999). Transformational school leadership effects: A replication school. Effectiveness and School Improvement, 10(4), 451–479.CrossRefGoogle Scholar
  27. Leithwood, K., Jantzi, D., & Steinbach, R. (1999). Changing leadership for changing times. Buckingham: Open University Press.Google Scholar
  28. Leithwood, K., & Jantzi, D. (2000). The effects of transformational school leadership on organizational conditions and students engagement with school. Journal of Educational Administration, 38(2), 112–129.CrossRefGoogle Scholar
  29. Leithwood, K., Jantzi, D., Earl, L., Fullan, M., & Levin, B. (2004). Leadership for large scale reform. School Leadership and Management, 24(1), 57–80.CrossRefGoogle Scholar
  30. Leithwood, K., Day, C., Sammons, P., Hopkins, D., & Harris, A. (2006). Successful school leadership: What is it how it influences pupil learning. A report to the Department for Education and Skills.Google Scholar
  31. Leithwood, K., & Jantzi, D. (2006). Transformational school leadership for large-scale reform: Effects on students, teachers, and their classroom practices. School Effectiveness and School Improvement, 17(2), 201–227.CrossRefGoogle Scholar
  32. Marks, H. M., & Printy, S. M. (2003). Principal leadership and school performance: An integration of transformation and instructional leadership. Educational Administration Quarterly, 39(3), 370–397.CrossRefGoogle Scholar
  33. Martin-Castilla, J., & Rodriguez-Ruiz, O. (2008). EFQM model: Knowledge governance and completive advantage. Journal of Intellectual Capital, 9(1), 133–156.CrossRefGoogle Scholar
  34. Mendonca, M. (2001). Preparing for ethical leadership in organizations. Canadiam Journal of Administration Sciences, 18(4), 266–276.CrossRefGoogle Scholar
  35. Mendonca, M., & Kanungo, R. N. (2007). Ethical leadership. New York: Open University Press.Google Scholar
  36. Morales-Lopez, V. (2013). Leadership in organization knowledge to Mexico. Procedia- Social and Behavioral Sciences, 6(1), 19–44.Google Scholar
  37. Mparoutas, S. (2007). In M. Paideia (Ed.), Leadership today. Thessaloniki.Google Scholar
  38. Nunnally, C. J. (1978). Psychometric theory. New York: McGraw Hill.Google Scholar
  39. Sağnak, M. (2010). The relationship between transformational school leadership and ethical climate. Educational Sciences: Theory and Practice, 10(2), 1135–1152.Google Scholar
  40. Spector, P. E. (1992). Summated rating scale construction: An introduction. Sage University paper series on quantitative application in the social sciences, Newbury Park, CA.Google Scholar
  41. Steiakis, E., & Kofidis, N. (2010). In Tziola (Ed.), Management and quality control. Thessaloniki.Google Scholar
  42. Stefanatos, S. (2000). Programming for quality (Vol. B). Patra: Greek Open University (edus).Google Scholar
  43. Taguchi, G. (1987). System of experimental design. Canberra: Unipub/Kraus, International Publication.Google Scholar
  44. Wadsworth, H. M., Stephens, K. S., & Goldfrey, A. B. (2002). Modern methods for quality control and improvement. New York: Wiley.Google Scholar
  45. Wixom, B. H., & Watson, H. J. (2001). An empirical investigation of the factors affecting data warehousing success. MIS Quarterly, 25(1), 17–41.CrossRefGoogle Scholar
  46. Yu, H. (2002). The effects of transformational leadership on teachers’ commitment to change in Hong Kong. Journal of Educational Administration, 40(4), 368–389.CrossRefGoogle Scholar
  47. Yukl, G. (1999). An evaluation of conceptual weakness in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285–305.CrossRefGoogle Scholar
  48. Yukl, G., & Van Fleet, D. D. (1992). Theory and research on leadership in organizations. In D. Dunnete & I. M. Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 3, 2nd ed., pp. 147–197). Palo Alto, CA: Consulting Psychologists Press.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.University of Western MacedoniaKozaniGreece
  2. 2.AUTHTheesalonikiGreece

Personalised recommendations