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This research examines the relationship between three leadership types exhibited by principals (instructional, distributed, and transformational leadership) and teacher academic optimism in order to reveal the differential effects of these leadership models on teachers' perceived academic optimism. The participants of the study included 225 elementary school teachers working at 20 schools across two provinces of Turkey. Several multiple regression models with OLS assumptions were employed in the analysis of the data. The results showed that all three leadership types were significantly related to teachers' academic optimism, yet distributed leadership explained the largest proportion of the total variation. When other leadership types were controlled, only distributed leadership emerged as a significant predictor of teacher academic optimism. [ABSTRACT FROM AUTHOR]

The aim of this study is to analyze and examine the articles on leadership in Turkey with the bibliometric method. For this purpose, 894 articles published between 1983 and 2021, obtained by using the Web of Science (WoS) database, were analyzed with the VOSviewer software. As a result of the research, it is noteworthy that the articles on leadership, which have spread to many disciplines in Turkey, are mostly carried out in the field of "education". Besides, it is seen that leadership studies have increased numerically since 2004 and a knowledge explosion has been experienced by 2020. On the other hand, it has been determined that the most studied leadership type is "transformational leadership". Based on these results, it was suggested to the researchers that they could focus on different dimensions of leadership by using the bibliometric method and do a similar study periodically. Furthermore, It is expected that the research will guide researchers working on leadership, especially regarding author collaboration, topic and journal selection. [ABSTRACT FROM AUTHOR]

Research that combines dark triad traits and positive leadership styles or outcomes is welcome but still scarce. A quasi-experimental study investigated the mediating role of transformational leadership in linking dark triad leader traits with followers’ extra effort, leadership effectiveness, satisfaction with a leader and the moderating role of culture to these relationships. The moderated mediation model was tested with data from 189 respondents (109 from Lithuania and 80 from Turkey). Participants were asked to answer sociodemographic questions, read one out of five scenarios with hypothetical leaders, and rate those leaders with Dirty Dozen and Multifactor Leadership Questionnaires. Results showed that transformational leadership mediated the relationships for dark triad leader traits with followers’ extra effort, leadership effectiveness and satisfaction with a leader. Conditional indirect effects of a leader’s dark triad traits on three leadership outcomes (followers’ extra effort, leadership effectiveness and satisfaction with a leader) were significant only for Lithuanians. Negative traits were related to less positive outcomes through lower transformational leadership. This effect was stronger in the Lithuanian sample. [ABSTRACT FROM AUTHOR]

Aim: While integrated leadership has received significant scholarly attention in the past decade, most existing research in this vein has focused on its impact on student achievement and often dismissed how it might be related to instructional practices, which are at the center of many school reforms. In this research, we examined the relationship between integrated leadership and teacher professional learning and teacher practices in Turkey, where educational policy makers have recently introduced several school reform initiatives. More specifically, we aimed to examine the moderating function of transformational leadership in the relationship between instructional leadership and teacher practices, with an emphasis on the mediating role of teacher professional learning. Research Design: We conducted this study with a cross-sectional design and moderated mediation model. Data collected from 616 teachers working in a mix of primary and secondary schools in Turkey were analyzed using structural equation modeling and bootstrapping tests. Findings: We found evidence that transformational leadership acted as a moderator of the indirect effect of principal instructional leadership on teachers' instructional practices through teacher professional learning. Implications: This study adds to the accumulated body of knowledge on the effects of school leadership by concluding that the effect of instructional leadership on teacher learning and practice is contingent upon the extent to which principals enact transformational leadership. School principals who adopt a more comprehensive leadership approach that combines instructional leadership and transformational leadership practices can maximize their effects on student achievement through teacher learning, and better address the ever-growing demands of educational reforms. [ABSTRACT FROM AUTHOR]

Tbe present study investigated school principals' views on students' development of academic skills. Tbe study adopted pbenomenolog, wbicb is a qualitative research strateg, as tbe research destgn. Tbe data collected from participants bave been analyKed botb inductivefy and deductively. Two main themes (school administrative and centralised practices and regulations) and 12 sub-themes emetzed from tbe analsis. Witb limitations in mind, principals' leadership skills, tbe synergy in schools, tbe efectiveness of tbe discipline gstem in schools, parents' level of interests in and visits to schools and tbe qualiibi of sucb visits, tbe student and parent profiles', and tbe educational policies of tbe Turkish Ministly of National Education bave been found to be among tbe factors afecting schools' levels of academic success. Tbe complex nature of schools not on# causes diferentiation among tbeir aims and practices but also decreases tbe significance of comparing their success rates. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to describe innovativeness among nurses and examine the impact of transformational leadership and demographic and occupational variables on individual innovativeness in nurses. Background: Staff nurses must be innovative in order to solve problems occurring in health care environments and implement evidence‐based practice. Methods: This descriptive, correlational cross‐sectional study comprised 300 nurses working in two hospitals in Turkey. The data were collected with a demographic and occupational questionnaire, the Individual Innovativeness Scale and the Transformational Leadership Scale. Data were analysed using descriptive statistics, Pearson's correlation and backward regression. Results: Most nurses were categorized as "early majority" (45.3%) or "early adopter" (39.3%) for innovativeness. Education level, position, high self‐perceptions of leadership skills and/or perceiving transformational leadership as a high‐performance expectation were associated with high levels of individual innovativeness. Conclusion: Almost half of the nurses were early adopters who can be role models to other nurses in the diffusion of innovation. Having higher education levels, positions, leadership skills and expectations from management affected nurses' individual innovation more positively. Implications for Nursing Management: It can be helpful for nurse managers to understand the adopter categories and affective variables of innovativeness for the diffusion of innovative practices and evidence‐based standards at hospitals. [ABSTRACT FROM AUTHOR]

The primary aim of the present study was to explore whether paternalistic or transformational leadership styles of supervisors were significantly related to workplace procrastination. Moreover, the potential mediation effects of organizational citizenship behaviors (specifically, civic virtue, and conscientiousness) and turnover intention in the link between leadership style and procrastination of the employees were investigated on a heuristic model. Data was collected through online surveys from 126 Turkish full-time office employees. The goodness-of-fit of the proposed model was tested using structural equation modeling and the mediation analysis was performed by bootstrapping. As expected, transformational leadership and organizational citizenship behaviors were negatively related to workplace procrastination. However, there was no significant link between paternalistic leadership and procrastination. Moreover, turnover intention and organizational citizenship behaviors did not mediate this relationship. These findings suggest that transformational leadership style could be a more effective style for diminishing employees’ excessive nonwork related behaviors. [ABSTRACT FROM AUTHOR]

Aim. This paper is a report of an evaluation of the effects of a transformational leadership training programme on Unit Charge Nurses' leadership practices. Background. Current healthcare regulations in the European Union and accreditation efforts of hospitals for their services mandate transformation in healthcare services in Turkey. Therefore, the transformational leadership role of nurse managers is vital in determining and achieving long-term goals in this process. Method. The sample consisted of 30 Unit Charge Nurses with a baccalaureate degree and 151 observers at two university hospitals in Turkey. Data were collected using the Leadership Practices Inventory-Self and Observer (applied four times during a 14-month study process from December 2005 to January 2007). The transformational leadership training programme had theoretical (14 hours) and individual study (14 hours) in five sections. Means, standard deviations and percentages, repeated measure tests and two-way factor analysis were used for analysis. Results. According the Leadership Practices Inventory-Self and Observer ratings, leadership practices increased statistically significantly with the implementation of the programme. There were no significant differences between groups in age, length of time in current job and current position. The Unit Charge Nurses Leadership Practices Inventory self-ratings were significantly higher than those of the observers. Conclusion. There is a need to develop similar programmes to improve the leadership skills of Unit Charge Nurses, and to make it mandatory for nurses assigned to positions of Unit Charge Nurse to attend this kind of leadership programme. [ABSTRACT FROM AUTHOR]

This study aimed to investigate the relationship between transformational school leadership and ethical climate. The participants were 764 teachers in 50 elementary schools in Nigde during the 2008/2009 academic year. Two distinct instruments were used in this study. The Principal Leadership Style Inventory developed by Leithwood and Jantzi (1991) was used for determining principals' transformational leadership style and the Ethical Climate Questionnaire developed by Victor and Cullen (1988) was used to determine the ethical climate. Pearson product correlation coefficient and simple regression techniques were used for data analysis. Results showed that principals carried out fostering group goals the highest and holding high performance expectations the lowest among transformational leadership dimensions. Elementary schools had caring at the highest level and instrumental at the lowest level as ethical climate types. All dimensions of transformational leadership were positively related to caring, law and code, and rules ethical climate types. The highest relationship was found between all dimensions of transformational leadership and caring ethical climate type. Instrumental ethical climate was negatively related to providing vision or inspiration, models behavior, fostering group goals, providing support and providing intellectual stimulation. Instrumental was not significantly related holding high performance expectations. The highest negative relationship was found between instrumental and providing support, models behavior. Independence ethical climate was positively related to providing support, intellectual stimulation and holding high performance expectations. Independence was not significantly associated with providing vision or inspiration, models behavior and fostering group goals. School transformational leadership was a significant predict of ethical climate. A simple regression analysis showed that approximately 40% of the total variance pertaining to ethical climate can be explained by transformational leadership behaviors. [ABSTRACT FROM AUTHOR]

The aim of this study is to explore the effects of leadership on organizational commitment in general and to question the role played by transactional and transformational leadership in improving organizational commitment of branch employees. The study is designed to develop and test a structural equation model of the relationship between transactional and transformational leadership styles and the organizational commitment of banking staff. Data were collected from 242 offices of Halkbank in Turkey, and 2454 branch employees from different branches of Halkbank participated in the study. The results are consistent with previous studies and it can be said that leadership has a substantial incremental effect on organizational commitment. It was found that transformational leadership helps increase organizational commitment of the employees. [ABSTRACT FROM AUTHOR]

The article presents a study on the perception of professional footballers at the Turkish Professional Football Leagues regarding the transformational leadership styles of their club administrators and its effect on the team. The study uses analysis of variance (ANOVA), Tamhan-T2 and Tukey tests to explore the frequency and homogeneity of variances. It concludes that administrators with transformational style of leadership respect their players, provide moral, and help them in attaining goals.

Producing good quality service has been come obligation more than necessity for educational organizations in the world which in globalization process more and more. In this process Transformational structure of leadership in organizations that aimed quality, has been changed towards transformational concept. This study was realized in National Education Ministry/ Research and Development Department (Ankara) and Eskişehir şehit Ali Gaffar Okkan Primary School which awarded with National Quality Prizes. It was dialed with to measure transformational and transactional leadership levels of educational managers according to their own perception and their followers in publish organizations that they awarded. Additionally It has been interested in managerial figures that designate organizational success in respect of not only mangers but also subordinates. Findings indicate that provinces educational organizations? leadership levels higher than central organization transformational leadership behaviors in Ministry of National Education. Managers that on duty in central organizations posses transactional leadership behaviors more than provinces organizations? educational managers. Findings also put forward that consciousness levels of provinces organization managers about total quality management higher than main organization managers. Furthermore public educational managers behaviors effected by general and structural problems of public. [ABSTRACT FROM AUTHOR]

The present study was aimed at describing the development of a moral entrepreneur scale. A 34 item Likert-type scale of the moral entrepreneur was constructed and shown to be free of socially desirable responses. Construct validity was evaluated by expert judges and, overall, was found to be high. The other validity source was that groups of individuals known to be particularly high in the moral entrepreneurial personality scored higher on the moral-entrepreneur scale than did an unselected sample. The final source of validity on the moral-entrepreneur scale involved peer evaluations. Empirically, the moral-entrepreneur scale was shown to correlate positively with emotional intelligence and locus of control. The scale also correlated negatively with Machiavellianism. Factor analysis of responses for the 3 samples revealed a 4-factor solution: creating awareness, resistance, anticipating, and mobilizing power. [ABSTRACT FROM AUTHOR]