Relationship Between Authentic Leadership and Classroom Management in Public and Private Sector Universities
Keywords:
authentic leadership, classroom management, organizational development, teacher professional developmentAbstract
The study aims at to explore the authentic leadership attributes (ALA) and its impact on classroom management. The objectives of the study were to investigate ALA of leaders and measure relationship between ALA and classroom engagement at university level. The population of the study was 6975 leaders and teachers. The sample of the study was 967. The mixed method approach (convergent parallel design) was used to collect information from sample through modified form of Authentic Leadership Questionnaire (ALQ) developed by Walumbwa, Avolio, Gardener, Wernsing, & Peterson (2008) and in-depth interviews. Analysis was done with percentage, Mean, STD, independent sample t-test, one way ANOVA, Pearson’s rank correlation and thematic analysis. It was found that r value (.426) which was significant at .000 showed significant positive and average level correlations between ALA and classroom engagement at university level. Based on the results, it is recommended that it may be well to conduct research study on the authentic leadership at primary level, secondary level and college level both at private and public sectors as these areas are in great need of authentic leadership because these sectors suffered a lot due to unethical attitude of the leaders.
References
Ahmed, B., Shad, I., Mumtaz, R., & Tanveer, Z. (2012). Organizational ethics
and job satisfaction: Evidence from Pakistan. African Journal of Business
Management, 6(8), 2966-2973.
Albert, J. F., & Vadla, K. (2009). Authentic leadership development in the classroom: A
narrative approach. Journal of Leadership Education, 8(1), 72-92.
Avalos, B. (2011). Teacher professional development in teaching and teacher education
over ten years. Teaching and Teacher Education, 27(1), 10-20.
Avolio, B., Luthans, F., & Walumbwa, F. O., (2004). Authentic leadership: Theory-building
for veritable sustained performance. Working paper. Gallup Leadership Institute,
University of Nebraska, Lincoln.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the
root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
Avolio, B. J., & Walumbwa, F. O. (2014). 16 authentic leadership theory, research and
practice: Steps taken and steps that remain. The Oxford Handbook of Leadership
and Organizations.
Begley, P. T. (2006). Self-knowledge, capacity and sensitivity: Prerequisites to authentic
leadership by school principals. Journal of Educational Administration, 44(6),
-589.
Bento, A. V., & Ribeiro, M. I. (2013). Authentic leadership in school organizations.
European Scientific Journal, 9(31), 121-130.
Branson, C. (2010). Ethical decision making: Is personal moral integrity the missing
link. Journal of Authentic Leadership in Education, 1(1), 1-8.
Clarke, V., & Braun, V. (2014). Thematic analysis. In A. C. Michalos (Ed.), Encyclopaedia
of quality of life and well-being research (pp. 6626-6628). Dordrecht: Springer
Creswell, J. W., & Plano Clark, V. I. (2013). Designing and Conducting Mixed methods
Research (4th ed.). Thousand Oaks: Sage Publication.
Eum, D. W. (2011). Suggestions for the two-way communication within organization. Samsung
Economic Institute’s Report.
Han, C. M. (2010). A study on career development plan of global enterprise affecting
organizational effectiveness and organizational trust. Unpublished doctoral
dissertation. Kyunghee University.
Hassan, A., & Ahmed, F. (2011). Authentic leadership, trust and work engagement.
International Journal of Human and Social Sciences, 6(3), 164-170.
Hong S. H., Choi E. S. (2011). An analysis of the influence of authentic leadership of the
ceo of small and medium business on the organizational effectiveness. Korean
Society for Learning and Performance, 13(2), 1–29.
Hsieh. C. C. & Dan-Shang Wang, D. S. (2015). Does supervisor-perceived authentic
leadership influence employee classroom management through employee-
perceived authentic leadership and employee trust? The International Journal of
Human Resource Management, 26(18), 2329-2348.
Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic Leadership and the eudemoic
well-being: Understanding leader-follower outcomes. Leadership Quarterly 16,
-394
Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: Impact on
employees’ attitudes. Leadership & Organization Development Journal, 27(8),
-666.
Jung, K. H. (2011). The effects of empowering leadership on job satisfaction and
organizational commitment. Unpublished Doctoral Dissertation. SungKyunKwan
University.
Kedian, J., Giles, D., Morrison, M & Fletcher, M. (2016). Leadership development as a
dialogic process: The rationale and concept of an international leadership institute,
International Journal of Leadership in Education, 19(2), 182-202.
Lee, Y. S., & Jung, M. S. (2013). Relationship of followership to organizational commitment,
job satisfaction, turnover intention and customer orientation in nurses. Journal of
Korean Academy of Nursing Administration, 19(2), 187-195.
Downloads
Published
Issue
Section
License
Copyright (c) 2020 Journal of Education and Educational Development
This work is licensed under a Creative Commons Attribution 4.0 International License.
