Majid Alijan nodehpashangi; Mohammadreza Behrangi; Bijan Abdollahi; Hasanreza Zeinabadi
Abstract
The aim of this study is to Identify Teaching/Learning Leadership Effectiveness components in the Secondary Schools, Using the phenomenological qualitative approach. The sample for this study consists 16 School principal, 15 teachers, 8 University faculty members, 7 student groups and 8 Selected teaching ...
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The aim of this study is to Identify Teaching/Learning Leadership Effectiveness components in the Secondary Schools, Using the phenomenological qualitative approach. The sample for this study consists 16 School principal, 15 teachers, 8 University faculty members, 7 student groups and 8 Selected teaching film. The data were collected by semi-structured interviews. The interviews continued to reach the theoretical saturation. To analyze the data, the inductive content analysis method with three levels of open, axial and selective coding was used. For more accurate analysis, MAXQDA software was used. The results of data analysis indicated 9 categories (dimensions) for Teaching/Learning Leadership Effectiveness. Training Delivery dimension consists of 22, Class handling of 8, Planning and readiness of 7,Classroom environment of 9, Monitoring, assessment and following of 8, Cooperation, communication and professional development of 6, Teacher's Individual Features of 13, Participation and interaction of students of 13 and individual differences of 5 components. The results of this study indicated some criteria for the effectiveness of the teacher in the classroom as the leader of Teaching and Learning. By focusing on these dimensions, teachers can continuously measure and develop their knowledge and skills. Also, these dimensions should be considered by managers, supervisors and educational guides and officials and planners.
Mitra Nouraldsadiq; abdolrahim navehebrahim; HamidReza Arasteh; Hasanreza Zeinabadi
Volume 5, Issue 4 , June 2018, , Pages 53-70
Abstract
The purpose of the present study was to identify the components of the development of managers with a fundamentally based data approach and pattern design. The research method is descriptive survey with mixed approach. In the qualitative section, the targeted sampling approach and the use of snowball ...
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The purpose of the present study was to identify the components of the development of managers with a fundamentally based data approach and pattern design. The research method is descriptive survey with mixed approach. In the qualitative section, the targeted sampling approach and the use of snowball techniques and the application of theoretical saturation criterion were used in semi-structured interviews with 14 founders, famous nongovernmental schools. The reliability of the interview resulted in an agreement between the two coders, 86.9%. The interview texts were analyzed using maxqda software and open coding. A small portion of society was selected by all non-governmental high school principals in the academic year 2016-17 (510, members). With the help of Cochran formula, 218 managers were selected by random sampling method. The implementation of the quantitative part was done using a researcher made questionnaire based on the results of the qualitative section. Validity and reliability of research tools were optimum. Qualitative findings are based on data analysis in the basis of data and quantitative findings using descriptive indexes, exploratory factor analysis, and verifying structural equations. The overall results of the research indicate three sub-components that account for 49.34% of the variance of managers development. The following components of the development of managers: the creation of learning and development opportunities with coefficient of 0.53 and the separation of financial issues from education with a coefficient of 0. 56 and encouraging managers in their improvement with a coefficient of 0.48 in explaining the variance of developmental structures.
Azam Pahlevan Sadegh; Bijan Abdollahi; Abdolrahim Naveh Ebrahim; HasanReza Zeinabadi
Volume 3, Issue 10 , December 2015, , Pages 17-38
Abstract
The main objective of this study is designing and explaining of professional learning community model in higher education system. Transformational leadership, organizational culture, organizational structure, and professional learning community instruments were executed on 226 faculty members (from 351 ...
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The main objective of this study is designing and explaining of professional learning community model in higher education system. Transformational leadership, organizational culture, organizational structure, and professional learning community instruments were executed on 226 faculty members (from 351 faculty members) of colleges of management of public universities of Tehran in the year 1393-94. The sampling method was two-stage cluster sampling method and then targeted available. Analysis showed accepted reliability and validity for instruments. This research used correlation method. The structural equation method contained one exogenous latent construct transformational leadership; and 3 endogenous latent constructs organizational culture, organizational structure, and professional learning community. The study demonstrated transformational leadership had significant and direct effect on organizational culture (γ=0/61), on organizational structure (γ=0/82), on professional learning community (γ=0/39), indirect and significant effect of organizational culture on organizational structure (β=-0/08), and direct and significant effect of organizational culture on professional learning community (β=0/72), and nonsignificant effect of organizational structure on professional learning community. Results showed transformational leadership that is idealized influence, inspirational motivation, individualized consideration, had direct effect on organizational culture i.e. solidarity and fixation, and communication patterns, and on organizational structure i.e. organic, and clearness of hierarchical organizational, and high supervision and control, and on professional learning community that is collective responsibility for student's learning, collaboration focused on professional learning. And so organizational culture had direct effect on professional learning community and also both of two constructs had direct effects on formation of university as professional learning community.
