In his study of 842 teachers working in 42 elementary schools, Korkmaz operationalized the dimensions in this area as described in Table 2 below.
Table 2
Operationalization of Elementary School Climate and Leadership Dimensions
Dimension
Definition
Instruments Used
School vision
This dimension was defined as being a top-down process that begins with the elementary school principal and purposely extends to all school stakeholders. The two important elements of effective leadership identified were:
1. Building up positive interpersonal relations; and,
2. Developing a school vision.
To measure the perceptions of teachers working in these schools about the vision in their schools, the study used the Robustness Semantic Differential (RSD), developed by Licata and Willower (1978) (see proforma copy at Appendix a).
Organizational health
This dimension measures the perception of teachers concerning the health of their schools. Some ways to measure this dimension include the extent to which:
1. Teachers working in schools see their school's success in building positive communication with its environment as a strong characteristic of their school.
2. Schools provide a learning conducive atmosphere.
3. Schools are flexible and can respond to changes in their environments to achieve their organizational goals and promote the common values of the educators.
4. Technical, managerial and institutional levels are in harmony wherein students, teachers and principals respond to the school vision.
5. Teachers are committed to the school vision and see that their colleagues are working towards a better future.
First developed by Hoy and Miskel (1991), the Organizational Health Inventory (OHI) was used in the study. A middle school form of the OHI scale was published by Hoy and Tarter (1997) and Hoy and Sabo (1998); the OHI developed by Licata and Harper (2001) was comprised of 33 items across 6 subscales representing approximately 77% of the cumulative variance. Relatively high alpha reliability coefficients have been established for these subscales. In addition, the instrument used by Licata and Harper (2001) for their research Organizational Health and Robust School Vision was also used in the study.
Source: Modified from Korkmaz, 2006
Based on his analysis of the data collected to measure these aspects of the leadership pillar, Korkmaz identified a significant relationship between elementary school teachers, organizational health and a robust school vision. According to Korkmaz, "As a result of multiple regression analysis, it was found that collegial leadership and academic emphasis related to school health and the resource support subscale were related to the robust school vision" (2006, p. 15). In order to place these statistical results in context, Korkmaz also suggested an explanation for this relationship. In this regard, this researcher noted that, "Statistics used to collect data and analyze the findings seem to support the hypothesis of the study that there is an important positive relationship between teachers' perception of organizational health and their perception of robust school vision" (2006, p. 15). This researcher is also quick to qualify these findings in other ways as well while still drawing some important and relevant conclusions. In this regard, Korkmaz concluded that, "It can comfortably be stated then that where technical, managerial and institutional levels are in harmony in a middle school, there is a healthy professional atmosphere. Probably, a school with such an atmosphere meets its needs and directs its potential energy towards the realization of its mission" (2006, p. 15). This same approach has been used by other academic researchers as well, including Licata and Harper (1999) who advise, "Apparently, when schools are healthy and robust, academic emphasis is a predominant organizational theme" (p. 463). In order to make the maximum use of the data collected for these types of studies, identifying others ways to analyze existing data to inform practice just makes good business sense. In this regard, Korkmaz provides the following suggestions for further research:
1. School health could be compared to the managerial style of the school (e.g., School-Based Management) or to determine whether there is a mutual relationship between managerial style and school health;
2. The manner in which managerial style affects the organizational health of the school could be investigated; and,
3. The effect of a robust school health on students' success can be studied.
The need to use this type of data analysis to develop meaningful findings, though, will likely require the addition of other data sets that can help identify potential cause and effect relationships and eliminate false leads. For this purpose, Korkmaz (2006) recommends using the instruments described in Table 2 above or comparable instruments...
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