Browsing by Author "Ozdemir, Servet"

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    Examination of the relationship between school principals' 21st century skills and their strategic leadership according to teachers' opinions
    (2020) Ozdemir, Servet; Coban, Omur; Bozkurt, Suheyla
    This study aims to examine the relationship between school principals' 21st century skills and their strategic leadership according to teachers' opinions. In this quantitative research, a descriptive model that describes the situation was used. The study was conducted in Ankara, and 424 teachers joined the study. To get data from teachers, two scales were used: 21st Century Educational Administrators' Skills Scale and Strategic Leadership Scale. In order to determine the level of school principals' 21st century skills and their strategic leadership, descriptive analysis was used as well as Pearson Correlation Analysis and Regression analysis. There were significant positive relationships between all dimensions of educational administrators' 21st century skills and strategic leadership behaviors. Besides, education managers' 21st century skills were found to be a significant predictor of their strategic leadership behaviors. As a result of the research, it was revealed that information literacy, technology literacy, accountability, leadership and responsibility were significant predictors of managerial leadership behavior. School administrators need to increase their levels of knowledge literacy, technological literacy, accountability, leadership, and responsibility skills in order to improve their managerial leadership behaviors.
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    Exploring The Moderation Role Of Teacher Cultural Value Profiles On The Association Between Transformational Leadership And Teacher Job Satisfaction: Evidence From Turkish Education Context
    (Başkent Üniversitesi Eğitim Bilimleri Fakültesi, 2024-03-27) Sezgin, Ferudun; Kilinc, Ali Cagatay; Ozdemir, Servet; Ozdemir, Nedim; Erdogan, Onur
    This study aims to identify teachers' cultural value profiles and to investigate how each profile moderates the empirical link between principal transformational leadership and teacher job satisfaction. Gathering data from a sample of 1062 teachers in 113 elementary and lower secondary schools in Turkiye, this cross-sectional study conducted latent profile analysis with moderation modelling to measure the structural links between study variables. Results showed that the sampled teachers were categorized under four profiles: decisive and participatory culture, flexible collaboration culture, rule-oriented culture, and respectful authority culture. The study also provided evidence of the significant moderator role of cultural values profiles on the association between transformational leadership and job satisfaction with the work environment and the profession. We provide implications for policy and practice.
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    Top Managers' Organizational Change Management Capacity and Their Strategic Leadership Levels at Ministry of National Education (MoNE)
    (2019) Coban, Omur; Ozdemir, Servet; Pisapia, John
    Purpose: The purpose of the study was to identify the relationship between strategic leadership levels of top managers that work in MoNE and their organizational change management capacity. Research Methods: In the study, a quantitative research design was employed during data collection and the analysis phases. The population of the study was consisted of head workers, educational experts, MoNE specialist assistants, unit managers, teachers working at the head organization of MoNE, and department heads. The data were collected by reaching the all units of the population so in this study, "census" was done. Findings: It was seen that there was a highly positive relation between the strategic leadership levels of top managers and their organizational change management capacity. It was also found that the subcategories of the SLQ were the meaningful predictors of all subcategories of the OCMQ. Implications for Research and Practice: It was seen that top managers in MoNE could not indicate strategic leadership attitudes during the organizational change management. Moreover, it was found out that top managers in MoNE were managing directors, they were not technical managers or transformative managers. MoNE should build the capacity of top managers on organizational change management. (C) 2019 Ani Publishing Ltd. All rights reserved