OKUL MÜDÜRLERİNİN ÜRETKEN LİDERLİK DAVRANIŞLARI

Öz

Araştırmanın amacı, devlet okullarında görev yapan okul müdürlerinin görüşlerine göre okul müdürlerinin üretken liderlik davranışlarının ortaya çıkarılmasıdır. Olgubilim deseniyle yürütülen araştırmada, amaçlı örnekleme yöntemlerinden biri olan maksimum çeşitlilik örnekleme yöntemi kullanılarak İstanbul ili Anadolu yakasında bulunan ve devlete ait okullarda görev yapan yirmi beş okul müdürü ile yarı yapılandırılmış soruları kapsayan görüşme gerçekleştirilmiştir. Araştırmanın geçerlik ve güvenirliğini arttırmak ve veri çeşitliliğini, doygunluğunu sağlamak amacıyla görüşme süreci olabildiğince derin ve detaylı bir şekilde yürütülmüş ve aynı zamanda katılımcılarla uzun süreli etkileşim sağlanmıştır. Okul müdürlerinin üretken liderlik olgusu ile ilgili algı ve anlamlandırmaları doğrultusunda elde edilen veriler, içerik analizi tekniği kullanılarak kodlanmış ve bu kodlar daha sonra araştırma soruları çerçevesinde kategori ve temalar altında bir araya getirilmiştir. Araştırmada elde edilen bulgulara göre okul müdürlerinin üretken liderlik davranışlarının; (1) yaratıcı dinamikleri ortaya çıkarma alt temasında özgür ve rahat bir ortam yaratma, işbirliği süreçlerini harekete geçirme, kurumsal gelişime yönelik informal görüşmeler, yaratıcılığın ve yeniliğin desteklenmesi, paydaşları üretime sevk etme, birey potansiyelini keşfetme ve destekleme davranışları üzerinde yoğunlaştığı, (2) yenilik üretme kapasitesi alt temasında varsayımlara ve alışkanlıklara meydan okuma, gelişim ve öğrenmeye teşvik, üretme ve geliştirme ihtiyacı hissetme, fikir çeşitliliğini destekleme, rutin dışına çıkma ve kişisel gelişime yönelik ihtiyaç hissetme davranışlarında yoğunlaştığı görülmüştür. Elde edilen bulguların ortaya koyduğu şekliyle modern çağın gerektirdiği eğitim süreçlerinde okul müdürlerinin üretken liderlik kapasitesine sahip olmaları, okul ve öğrenci gelişimi açısından ülkelerin eğitim sistemlerine önemli katkılar sağlamaktadır.

Anahtar Kelimeler

• Üretkenlik
• Üretken Liderlik
• Üretken Lider Davranışları
• Okul Müdürleri

GENERATIVE LEADERSHIP BEHAVIOR OF SCHOOL PRINCIPALS

Öz

The aim of the study is to reveal the generative leadership behaviors of school principals according to the views of school principals working in public schools. In the study conducted with phenomenological design, interviews with twenty-five school principals who work in state-owned schools in the Anatolian side of Istanbul were conducted using the maximum diversity sampling method, which is one of the purposeful sampling methods, including semi-structured questions. In order to increase the validity and reliability of the study and to ensure the data diversity and saturation, the interview process was carried out as deeply and in detail as possible, and at the same time, long-term interaction with the participants was provided. The data obtained in line with the perceptions and interpretations of the school principals about generative leadership were coded using content analysis technique and these codes were then brought together under categories and themes. According to the findings of the study, the generative leadership behaviors of school principals: (1) focuses on creating a free and comfortable environment, activating cooperation processes, informal interviews for institutional development, supporting creativity and innovation, encouraging stakeholders to production, discovering and supporting individual potential in the sub-theme of revealing creative dynamics. (2) In the sub-theme of capacity to produce innovation, it has been observed that it focuses on the behaviors of challenging assumptions and habits, encouraging development and learning, feeling the need to produce and develop, supporting diversity of ideas, going out of routine and feeling the need for personal development. As the findings reveal, school principals' having generative leadership capacity in the educational processes required by the modern age makes significant contributions to the education systems of countries in terms of school and student development.

Anahtar Kelimeler

• Generativity
• Generative Leadership
• Generative Leader Behaviors
• School Principals

Kaynakça

1. Ateg, M.; Wilhelmson, L.; Backström, T.; Aberg, M. M.; Olsson, B. K. ve Önnered, L. (2009). Tasks in the Generative Leadership; Creating Conditions for Autonomy and Integration. https://www.researchgate.net/publication/255670593_Tasks_in_the_generative_leadership_creating_conditions_for_autonomy_and_integration adresinden 12.04.2021 tarihinde erişilmiştir.
2. Barrett, D. ve Twycross, A. (2018). Data Collection in Qualitative Research. Evid Based Nurs, 21(3), 63-64.
3. Berg, B. L. (2009). Qualitative Research Methods for the Social Sciences. Boston: Allyn and Bacon.
4. Bhandari, P. (2020). A Step-By-Step Guide to Data Collection. https://www.scribbr.com/methodology/data-collection/ adresinden 10.04.2021 tarihinde erişilmiştir.
5. Bogdan, R. ve Biklen, S. K. (2007). Qualitative Research for Education: An Introduction to Theories and Methods. London: Pearson Education.
6. Bushe, G. R. (2013). Generative Process, Generative Outcome: The Transformational Potential of Appreciative İnquiry. (Eds. D. L. Cooperrider, D. P. Zandee, L. N. Godwin, M. Avital ve B. Boland). Organizational Generativity: The Appreciative Inquiry Summit and a Scholarship of Transformation In (pp. 89-113). United Kingdom: Emerald Group Publishing Limited.
7. Bushe, G. R. (2019). Generative Leadership. Canadian Journal Of Physician Leadership, 5(3), 141-147.
8. Castillo, E. A. ve Trinh, M. P. (2019). Catalyzing Capacity: Absorptive, Adaptive, and Generative Leadership. Journal of Organizational Change Management, 32(3), 356-376. Cohen, L.; Manion, L. ve Morrison, K. (2007). Research Methods in Education. New York: Routledge Taylor & Francis Group.

9. Creswell, L. (2013). Nitel Araştırma Yöntemleri, (Çev. M. Bütün ve S. B. Demir). Ankara: Siyasal Yayın Dağıtım.
10. Disch, J. (2009). Generative Leadership. Creative Nursing, 15(4), 172-177.
11. Goldstein, J.; Hazy, J. K. ve Lichtenstein, B. B. (2010). Complexity and the Nexus of Leadership: Leveraging Nonlinear Science to Create Ecologies of Innovation. New York, NY: Palgrave Macmillan.
12. Gorden, R. L. (2003). Dimensions of the Depth Interview. (Ed. Fielding N.). Interviewing In (pp. 9-170). London: Sage.
13. Hauser, D. (2013). Manifestations of Generativity During the Last Stage of Life, (Unpublished Doctoral Dissertation), (Counselor: Richard Kinnier), USA, Arizona: Arizona State Unıversity.
14. Jasper, M. A. (1994). Issues in Phenomenology for Researchers of Nursing. Journal of Advanced Nursing, 0(19), 309- 314.
15. Klimek, K. J.; Rıtzenhein, E. ve Sullivan, K. D. (2008). Generative Leadership: Shaping New Futures for Today’s Schools. California: Corwin Press.
16. Kvale, S. (1996). Interview: An Introduction to Qualitative Research Interviewing. Thousand Oaks: Sage.
17. Legard, R.; Keegan, K. ve Ward, K. (2003). In-Depth Interviews. (Ed. Ritchic, J. ve Lewis, J.). Qualitative Research Practice In (pp. 69-138). London: Sage.
18. Lichtenstein, B. B. (2014). Generative emergence: A New Discipline of Organizational, Entrepreneurial, and Social Innovation. Oxford University Press.
19. Macaux, W. P. (2015). Generative Leadership: A Lifespan Approach to Leadership and Organizational Sustainability. Generativity LLC. https://static1.squarespace.com/static/5623903ee4b01226f112d8df/t/568da61bdf40f349160b11a0/1452123675120/The+Generativity+Manifesto.pdf adresinden 11.04.2021 tarihinde erişilmiştir.
20. Maxwell, J. A. (2018). Nitel Araştırma Tasarımı: Etkileşimli Bir Yaklaşım, (Çev. Mustafa Çevikbaş). Ankara: Nobel Akademik Yayıncılık.
21. Mednıck, S. A. ve Mednıck, M. T. (1964). An Associative Interpretation of the Creative Process. (Edt. C. W. Taylor). Widening Horizons in Creativity In (pp. 54-68). New York: Wiley.
22. Merrıam, S. B. (2018). Nitel Araştırma: Desen ve Uygulama İçin Bir Rehber, (Çev. S. Turan). Ankara: Nobel Akademik Yayıncılık.
23. Mike, J. (2018). Generative Leadership and Emergence: Case Studies in Higher Education, (Dissertation of Doctor ). Washington DC: George Washington University.
24. Mombourquette, C. ve Adams, P. (2018). Generative Leadership in Alberta: The Power of Partnerships in School Improvement. (Edt. C. Meyers ve M. Darwin). International Perspectives on Leading Low-Performing Schools In (pp.171-187). North Carolina: İnformation Age Publishing.
25. Monroe, R. S. (2017). Generative Leadership: A Thematic Book Review. Wisdom in Education, 7(1), 1-6.
26. Morley, K. (2017). Generative Leadership How Coaching More and Controlling Less Doubles Productivity. Whitepaper 1: for Senior Organizational and Human Resources Leaders. https://www.karenmorley.com.au/wordpress/wp-content/uploads/2018/01/6-1-18-Generative-Leadership-Whitepaper-1.pdf adresinden 10.04.2021 tarihinde erişilmiştir.
27. Onwuegbuzie, A. J. ve Leech, N. L. (2007). A Call for Qualitative Power Analyses. Quality and Quantity, 0(41), 105–121.
28. Patton, M. Q. (2002). Qualitative Research and Evaluation Methods, (3rd ed.). Thousand Oaks, CA: Sage.
29. Rose, P.; Beeby, J. ve Parker, D. (1995). Academic Rigour in the Lived Experience of Researchers Using Phenomenological Methods in Nursing. Journal of Advanced Nursing, 21(6), 1123-1129.
30. Roulston, K.; Marrais, K. ve Lewis, J. B. (2003) Learning to Interview in the Social Sciences. Qualitative Inquiry 9(4), 643-668.
31. Ryan, F.; Coughlan, M. ve Cronin, P. (2009). Interviewing in Qualitative Research: The One-To-One Interview. International Journal of Therapy and Rehabilitation, 16(6), 309-314.
32. Sagaria, M. A. D. ve Johnsrud, L. K. (1988). Generative Leadership. New Directions for Student Services, 0(44), 13–26.
33. Sammons, P. ve Bakkum, L. (2011). Effective Schools, Equity and Teacher Effectiveness: A Review to the Literature. Profesorado, 15(3), 9-26.
34. Scott, B. (2018). Complexity Science, Generative Leadership, and Neuroscience: Foundations for Developing Socially Adept Educational Leaders. Wisdom in Education, 8(1), 1-3.
35. Slater, C. L. (2003). Generativity Versus Stagnation: An Elaboration of Erikson’s Adult Stage of Human Development. Journal of Adult Development, 10(1), 53-65.
36. Smith, A. J. (2009). Generative Leadership: Profile of Effective 21 st Century Secondary School Principals, (Thesis of Doctor Degree), Calgary, Alberta: University of Calgary, Graduate Division of Educational Research.
37. Suri, H. (2011). Purposeful Sampling in Qualitative Research Synthesis. Qualitative Research Journal, 11(2), 63-75.
38. Surie, G. ve Hazy, J. K. (2006). Generative Leadership: Nurturing Innovation in Complex Systems. Emergence: Complexity & Organization, 8(4), 13-26.
39. Wilson, V. (2011). Research Methods: Content Analysis. Evidence Based Library and Information Practice, 6(4), 177-179.