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A Theoretical Analysis for Resilience: Developing a Complex Adaptive Leadership Model in Schools

Yıl 2024, Cilt: 12 Sayı: 1, 49 - 72, 30.06.2024

Öz

Complex Adaptive Leadership is a way of leading that understands how organizations, like schools, constantly change and evolve. It focuses on being flexible, working together, and adapting to new challenges. Leaders who use this approach see schools as complex systems affected by various internal and external factors. They encourage a culture of ongoing learning, foster innovative thinking, and empower both staff and students to help solve problems. This leadership style is particularly important for schools because it helps them respond better to diverse educational needs and strengthens students' resilience strategies. By emphasizing student resilience, Complex Adaptive Leadership helps students handle and thrive in the face of challenges, supporting their academic and personal growth. Additionally, this approach fosters a supportive and inclusive school culture where everyone feels valued and capable of making meaningful contributions. It not only tackles immediate issues but also lays a solid foundation for long-term success. Leaders who embrace this style are better able to inspire and motivate their teams, resulting in improved educational outcomes and a more adaptable school community. By emphasizing student resilience, it ensures that students develop the skills and mindset needed to face future challenges with confidence and perseverance, making Complex Adaptive Leadership essential for building a strong and resilient student body. The purpose of this study is to examine the importance of complex adaptive school leaders in promoting student resilience in schools. It is also to explain how leadership practices enhance the development of a resilient school community and thus the educational quality and performance of students. In view of the increasing academic and social pressures for students, the study emphasizes the importance of a whole-school, whole-school approach to support and integrate resilience into classroom learning practices. Conducted as a theoretical analysis, the research highlights the relationship between school leadership practices and the implementation of strategies focused on promoting resilience among students. Our model suggests that the provision of a flexible and supportive learning environment combined with student-centered leadership helps to promote resilience.

Kaynakça

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Dayanıklılık için Teorik Bir Analiz: Okullarda Karmaşık Uyum Sağlayıcı Liderlik Modeli Geliştirilmesi

Yıl 2024, Cilt: 12 Sayı: 1, 49 - 72, 30.06.2024

Öz

Karmaşık Uyum Sağlayıcı liderlik, okullar gibi kuruluşların nasıl sürekli değiştiğini ve geliştiğini anlayan bir liderlik biçimidir. Esnek olmaya, birlikte çalışmaya ve yeni zorluklara uyum sağlamaya odaklanır. Bu yaklaşımı kullanan liderler, okulları çeşitli iç ve dış faktörlerden etkilenen karmaşık sistemler olarak görürler. Sürekli öğrenme kültürünü teşvik eder, yenilikçi düşünceyi destekler ve hem personeli hem de öğrencileri sorunların çözümüne yardımcı olmaları için güçlendirirler. Bu liderlik tarzı okullar için özellikle önemlidir çünkü çeşitli eğitim ihtiyaçlarına daha iyi yanıt vermelerine yardımcı olur ve öğrencilerin dayanıklılık stratejilerini güçlendirir. Karmaşık Uyarlanabilir Liderlik, öğrenci dayanıklılığını vurgulayarak öğrencilerin zorluklar karşısında başa çıkmalarına ve gelişmelerine yardımcı olur, akademik ve kişisel gelişimlerini destekler. Ayrıca bu yaklaşım, herkesin kendini değerli hissettiği ve anlamlı katkılar yapabildiği destekleyici ve kapsayıcı bir okul kültürünü teşvik eder. Sadece acil sorunları ele almakla kalmaz, aynı zamanda uzun vadeli başarı için sağlam bir temel oluşturur. Bu tarzı benimseyen liderler ekiplerine daha iyi ilham verebilir ve onları motive edebilir, bu da eğitim çıktılarının iyileşmesini ve daha uyumlu bir okul topluluğunun oluşmasını sağlar. Öğrenci esnekliğini vurgulayarak, öğrencilerin gelecekteki zorluklarla güven ve azimle yüzleşmek için gereken becerileri ve zihniyeti geliştirmelerini sağlar, bu da Karmaşık Uyarlanabilir Liderliği güçlü ve dirençli bir öğrenci topluluğu oluşturmak için gerekli kılar. Bu çalışmanın amacı, okullarda öğrenci dayanıklılığını teşvik etmede karmaşık adaptif okul liderlerinin önemini incelemektir. Ayrıca, liderlik uygulamalarının dirençli bir okul topluluğunun gelişimini ve dolayısıyla öğrencilerin eğitim kalitesini ve performansını nasıl artırdığını açıklamaktır. Öğrenciler için artan akademik ve sosyal baskılar göz önünde bulundurulduğunda, çalışma, dayanıklılığı desteklemek ve sınıf içi öğrenme uygulamalarına entegre etmek için tüm okulu kapsayan bir yaklaşımın önemini vurgulamaktadır. Teorik bir analiz olarak yürütülen araştırma, okul liderliği uygulamaları ile öğrenciler arasında dayanıklılığı teşvik etmeye odaklanan stratejilerin uygulanması arasındaki ilişkiyi vurgulamaktadır. Modelimiz, öğrenci merkezli liderlikle birlikte esnek ve destekleyici bir öğrenme ortamının sağlanmasının dayanıklılığı teşvik etmeye yardımcı olduğunu öne sürmektedir.

Etik Beyan

Bu araştırma için etik kurul raporu gerekmemektedir.

Kaynakça

  • Admiraal, W., Schenke, W., De Jong, L., Emmelot, Y., & Sligte, H. (2021). Schools as professional learning communities: what can schools do to support professional development of their teachers? Professional Development in Education, 47(4), 684-698.
  • Afifi, T. D., Merrill, A. F., & Davis, S. M. (2016). The theory of resilience and relational load. Personal Relationships, 23(4), 663-683. https://doi.org/10.1111/pere.12159
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  • Johnson, B. (2011). Leading change in turbulent times. Oxford University Press.
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  • Lin, W., Yin, H., & Liu, Z. (2022). The roles of transformational leadership and growth mindset in teacher professional development: the mediation of teacher self-efficacy. Sustainability, 14(11), 64-89. https://doi.org/10.3390/su14116489
  • López‐Deflory, C., Perron, A., & Miró‐Bonet, M. (2023). Linguistic characteristics of texts: methodological notes on a missed step in critical discourse analysis. International Journal of Qualitative Methods, 22, 160940692311563. https://doi.org/10.1177/16094069231156343
  • Mahoney, J. L., Weissberg, R. P., Greenberg, M. T., Dusenbury, L., Jagers, R. J., Niemi, K., ... & Yoder, N. (2021). Systemic social and emotional learning: promoting educational success for all preschool to high school students. American Psychologist, 76(7), 11-28.
  • Malik, P., & Garg, P. (2020). Learning organization and work engagement: the mediating role of employee resilience. The International Journal of Human Resource Management, 31(8), 1071-1094.
  • Marion, R. (2008). Complexity theory for organizations and organizational leadership. In M. Uhl-Bien & R. Marion (Eds.), Complexity leadership, Part 1: conceptual foundations (pp. 1-15). Information Age Publishing
  • Marzano, R. J., Waters, T., & McNulty, B. A. (2005). School leadership that works: From research to results. ASCD.
  • Masimula, Q., Coetzee, I., & van der Wath, A. (2020). Transforming workplace culture using person-centered leadership in a nursing education institution in South Africa. Gender & Behaviour. 18(3), 16492-16500.
  • Masten, A. S. (2007). Resilience in developing systems: progress and promise as the fourth wave rises. Development and Psychopathology, 19(3), 921-930. https://doi.org/10.1017/s0954579407000442
  • McKelvey, B., Mintzberg, H., Petzinger, T., Prusak, L., Senge, P., & Shultz, R. (1999). The gurus speak: complexity and organizations. Emergence: A Journal of Complexity Issues in Organizations and Management, 1(1), 73-91.
  • Meadows, D. H. (2009). Thinking in systems: A primer. Chelsea Green Publishing.
  • Mukoma, G., Bosire, E. N., Klingberg, S., & Norris, S. A. (2023). Healthy eating and physical activity: analysing Soweto’s young adults’ perspectives with an intersectionality lens. PLOS Global Public Health, 3(7), e0001429.
  • Mulford, B. (2003). School leaders: Changing roles and impact on teacher and school effectiveness. Organisation for Economic Cooperation and Development.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications. Obolensky, N. (2010). Complex adaptive leadership: Embracing paradox and uncertainty. Gower.
  • Oplatka, I., & Arar, K. (2018). Increasing teacher and leader professionalism through emotion management and engagement. Journal of Professional Capital and Community, 3(3), 138-141. https://doi.org/10.1108/jpcc-07-2018-036
  • Owoeye, O., Rauvola, R. S., & Brownson, R. C. (2020). Dissemination and implementation research in sports and exercise medicine and sports physical therapy: translating evidence to practice and policy. BMJ Open Sport &Amp; Exercise Medicine, 6(1), e000974. https://doi.org/10.1136/bmjsem-2020-000974
  • Özen, H. (2013). Motivational language scale for school principals: adaptation for Turkish culture, language validity, and examination of factor structure. Journal of Educational Science Research, 3(1), 87–103.
  • Özen, H. (2015). The effect of motivational language used by school principals upon characteristics of complex adaptive leadership (Unpublished doctoral thesis). Eskişehir Osmangazi University: Eskişehir.
  • Pak, K., Polikoff, M. S., Desimone, L. M., & Saldívar García, E. (2020). The adaptive challenges of curriculum implementation: insights for educational leaders driving standards-based reform. Aera Open, 6(2), 1-15. https://doi.org/10.1177/2332858420932828
  • Paolini, A. C. (2020). Social emotional learning: key to career readiness. Anatolian Journal of Education, 5(1), 125-134.
  • Parker, M. N. (2020). The resilience and wellbeing toolbox: building character and competence through life's ups and downs. Boston: Routledge.
  • Parkhill, K., Shirani, F., Butler, C., Henwood, K., Groves, C., & Pidgeon, N. (2015). We are a community [but] that takes a certain amount of energy: exploring shared visions, social action, and resilience in place-based community-led energy initiatives. Environmental Science & Policy, 53, 60-69. https://doi.org/10.1016/j.envsci.2015.05.014
  • Peck, B., Smith, A., & Nguyen, H. (2019). Occupational self-efficacy and psychological capital amongst nursing students: a cross sectional study understanding the malleable attributes for success. European Journal of Investigation in Health Psychology and Education, 10(1), 159-172.
  • Perkins, D. F., & Borden, L. M. (2003). Positive behaviors, problem behaviors, and resiliency in adolescence. Handbook of Psychology, 6, 373-394.
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  • Punch, K. F. (2014). Introduction to social research: Quantitative and qualitative approaches. Sage. Puza, K. M. (2021). Life experiences of general k-12 teachers teaching social and emotional learning skills (Doctoral dissertation). Wilkes University: USA.
  • Qobilovna, A. M. (2023). Communicative competence as a factor of teacher's professional competency. American Journal of Social Sciences and Humanity Research, 3(09), 32-44.
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  • Romano, L., Angelini, G., Consiglio, P., & Fiorilli, C. (2021). Academic resilience and engagement in high school students: the mediating role of perceived teacheremotional support. European Journal of Investigation in Health, Psychology and Education, 11(2), 334-344. https://doi.org/10.3390/ejihpe11020025
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  • Spillane, J. P., Diamond, J. B., & Burch, P. (2004). Leading in a culture of change. Jossey-Bass.
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  • Sylvester, M. (2015). The impact of resilience to change on the transformational leadership behaviors demonstrated by frontline sales professionals. Journal of Management Research, 7(1), 107-129. https://doi.org/10.5296/jmr.v7i1.6997
  • Thomas, G., & Hodges, D. (2010). Designing and managing your research project: Core skills for social and health research. Sage.
  • Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002
  • Uhl-Bien, M. (2021). Complexity leadership and followership: changed leadership in a changed world. Journal of Change Management, 21(2), 144-162. https://doi.org/10.1080/14697017.2021.1917490
  • Wang, C., Li, B., Zhang, L., Liu, Y., & Xu, P. (2021). Prosocial behavior and teachers’ attitudes towards bullying on peer victimization among middle school students: examining the cross-level moderating effect of classroom climate, School Psychology Review, Special Series, 1-14. https://doi.org/10.1080/2372966X.2021.2009313
  • Warren, C. A. (2017). Empathy, teacher dispositions, and preparation for culturally responsive pedagogy. Journal of Teacher Education, 69(2), 169-183. https://doi.org/10.1177/0022487117712487
  • Waters, J. T., Marzano, R. J., & McNulty, B. A. (2003). Balanced leadership: What 30 years of research tells us about the effect of leadership on student achievement. McREL International.
  • Yu, M., Wang, H., & Xia, G. (2022). The review on the role of ambiguity of tolerance and resilience on students' engagement. Frontiers in Psychology, 12, 1-7. https://doi.org/10.3389/fpsyg.2021.828894
  • Yustika, P. W., & Widyasari, P. (2021). Students’ self-compassion and academic resilience in pandemic era. International Journal of Research in Counseling and Education, 5(2), 195-205.
  • Zolkoski, S. M., & Bullock, L. M. (2012). Resilience in children and youth: a review. Children and Youth Services Review, 34(12), 2295-2303.
Toplam 104 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Eğitimde Liderlik
Bölüm Makaleler
Yazarlar

Hamit Özen 0000-0001-7604-5967

Pınar Yavuz 0000-0002-7274-7491

Yayımlanma Tarihi 30 Haziran 2024
Gönderilme Tarihi 3 Haziran 2024
Kabul Tarihi 29 Haziran 2024
Yayımlandığı Sayı Yıl 2024 Cilt: 12 Sayı: 1

Kaynak Göster

APA Özen, H., & Yavuz, P. (2024). A Theoretical Analysis for Resilience: Developing a Complex Adaptive Leadership Model in Schools. Anadolu Eğitim Liderliği Ve Öğretim Dergisi, 12(1), 49-72.

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