Araştırma Makalesi
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Teachers’ Perspectives on Inclusive Leadership Behaviors of School Administrators

Yıl 2025, Cilt: 11 Sayı: 2, 136 - 151, 31.12.2025
https://doi.org/10.25233/ijlel.1773556

Öz

The aim of this study was to examine the inclusive leadership behaviors of school administrators from teachers’ perspectives. A phenomenological qualitative design was employed, with semi-structured interviews used for data collection. The sample consisted of 20 teachers from public schools, selected through maximum variation sampling, including 5 preschool, 5 primary, 5 middle, and 5 high school teachers. Findings indicate that administrators demonstrate inclusive leadership behaviors across four themes: justice- and equality-oriented management, participatory and transparent decision-making, supportive and empowering leadership, and leadership emphasizing innovation and professional development. Teachers reported that administrators assign tasks according to competencies, prepare schedules fairly, avoid personal biases, and balance workloads. They also noted that their opinions are considered in decision-making, joint decisions are made via surveys and voting, regular meetings are conducted, and transparency is maintained. Administrators recognize teacher achievements, show genuine concern, and foster a sense of value. Regarding professional growth, participation in in-service training is encouraged, innovative approaches are adopted, and necessary teaching materials are provided. These findings suggest that administrators’ inclusive leadership supports teachers’ professional resilience, fosters a positive organizational climate, and may contribute to improved educational quality and overall school effectiveness.

Etik Beyan

This study was reviewed and approved by the Ethics Committee of Gazi University. The application was discussed at the meeting of the Ethics Committee held on 26/03/2024 (Meeting No: 06), and it was decided unanimously that the research poses no ethical concerns on the condition that permission is obtained from the relevant institutions where the study will be conducted. The approval was granted under the decision number E-77082166-302.08.01-928782, dated 19/04/2024.

Kaynakça

  • Ağalday, B. (2022). Examining the effect of principals’ inclusive leadership practices on organizational hypocrisy through the mediating role of trust in principal. Participatory Educational Research, 9(5), 204–221. https://doi.org/10.17275/per.22.111.9.5
  • Alimo-Metcalfe, B. (2010). Developments in gender and leadership: Introducing a new “inclusive” model. Gender in Management: An International Journal, 25(8), 630–639. https://doi.org/10.1108/17542411011092291
  • Angelides, P. (2011). Forms of leadership that promote inclusive education in Cypriot schools. Educational Management Administration & Leadership, 40(1), 21–36. https://doi.org/10.1177/1741143211420614 Atwater, L., & Carmeli, A. (2009). Leader–member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20(3), 264–275. https://doi.org/10.1016/j.leaqua.2007.07.009
  • Aytac, T. (2020). The effects of working in public or private schools on job satisfaction of teachers in Turkey: A meta-analysis study. Eurasian Journal of Educational Research, 20(89), 179–200.
  • Baker, D. J., & O’Malley, M. P. (2017). Building capacity for inclusive leadership: Bridging research and practice. Journal of School Leadership, 27(6), 665–688.
  • Bialopotocki, R. N. (2006). Recognition and praise relate to teachers’ job satisfaction [Unpublished doctoral thesis]. University of Nebraska–Lincoln.
  • Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/amr.2004.12736076
  • Büyüköztürk, Ş., Çakmak Kılıç, E., Akgün, Ö. E., Karadeniz, Ş., & Demirel, F. (2019). Bilimsel araştırma yöntemleri. Pegem Akademi.
  • Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
  • Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). Sage Publications.
  • Creswell, J. W., & Miller, D. L. (2000). Determining validity in qualitative inquiry. Theory Into Practice, 39(3), 124–130. https://doi.org/10.1207/s15430421tip3903_2
  • Cülha, A. (2023). Inclusive leadership practices in schools: A mixed methods study. MSKU Journal of Education, 10(1), 70–84. https://doi.org/10.21666/muefd.1059027
  • Dillon, B., & Bourke, J. (2016). The six signature traits of inclusive leadership: Thriving in a diverse new world. Deloitte University Press. https://www2.deloitte.com/us/en/insights/topics/talent/six-signature-traits-of-inclusive-leadership.html
  • Ely, R. J., & Thomas, D. A. (2020). Getting serious about diversity. Harvard Business Review, 98(6), 114–122.
  • Fatima, T., Majeed, M., & Shah, S. Z. A. (2021). A moderating mediation model of the antecedents of being driven to work: The role of inclusive leaders as change agents. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 38(3), 257–271. https://doi.org/10.1002/cjas.1632
  • Felder, F. (2018). The value of inclusion. Journal of Philosophy of Education, 52(1), 54–70. https://doi.org/10.1111/1467-9752.12280
  • Ferdman, B. M. (2010). Teaching inclusion by example and experience: Creating an inclusive learning environment. In Leading across differences: Cases and perspectives—Facilitator’s guide (pp. 37–50).
  • Fredricks, J. A., Blumenfeld, P. C., & Paris, A. H. (2004). School engagement: Potential of the concept, state of the evidence. Review of Educational Research, 74(1), 59–109. https://doi.org/10.3102/0034654307400105
  • Garnett, F., Waddington, D., & Davidson, J. (2018). Leading inclusive schools: A study of leadership practices in the Wellington Region. International Journal of Inclusive Education, 22(9), 957–976.
  • Göker, R., Kaya, S. Y., Kurşun, M., Beke, B., & Uygun, T. (2023). Öğretmen motivasyonunun kuramsal çerçevede incelenmesi. Socrates Journal of Interdisciplinary Social Researches, 9(31), 132–140. https://doi.org/10.5281/zenodo.8151160
  • Griffiths, J. D. (2011). Promoting inclusion in urban contexts: Elementary principals’ leadership [Unpublished doctoral thesis]. University of Toronto.
  • Guo, Y., Jin, J., & Yim, S. H. (2022). Impact of inclusive leadership on innovative work behavior: The mediating role of job crafting. Administrative Sciences, 13(1), 4. https://doi.org/10.3390/admsci13010004
  • Gül, E. (2021). Kapsayıcı liderlik ölçeğinin Türkçe uyarlaması ve kapsayıcı liderliğin iş performansı üzerindeki etkisinde psikolojik güvenliğin aracılık rolü. Selçuk Üniversitesi Sosyal Bilimler Meslek Yüksekokulu Dergisi, 24(2), 323–339. https://doi.org/10.29249/selcuksbmyd.895678
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  • Hattie, J. (2012). Visible learning for teachers: Maximizing impact on learning. Routledge.
  • Hollander, E. P. (2009). Inclusive leadership: The essential leader-follower relationship. Routledge/Taylor & Francis Group.
  • Hollander, E. P. (2012). Inclusive leadership: The essential leader-follower relationship. Routledge.
  • Holmström, A., Tuominen, H., Laasanen, M., & Veermans, M. (2023). Teachers’ work engagement and burnout profiles: Associations with sense of efficacy and interprofessional collaboration in school. Teaching and Teacher Education, 132, 104251. https://doi.org/10.1016/j.tate.2023.104251
  • Honingh, M., & Hooge, E. (2014). The effect of school-leader support and participation in decision making on teacher collaboration in Dutch primary and secondary schools. Educational Management Administration & Leadership, 42(1), 75–98. https://doi.org/10.1177/1741143213499256
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Öğretmenlerin Okul Yöneticilerinin Kapsayıcı Liderlik Davranışlarına İlişkin Görüşleri

Yıl 2025, Cilt: 11 Sayı: 2, 136 - 151, 31.12.2025
https://doi.org/10.25233/ijlel.1773556

Öz

Bu çalışmanın amacı, okul yöneticilerinin kapsayıcı liderlik davranışlarını öğretmenlerin bakış açısından incelemektir. Veri toplamada yarı yapılandırılmış görüşmelerin kullanıldığı fenomenolojik nitel tasarım kullanılmıştır. Örneklem, maksimum çeşitlilik örneklemesi yoluyla seçilen 5 okul öncesi, 5 ilkokul, 5 ortaokul ve 5 lise öğretmeni olmak üzere devlet okullarından 20 öğretmenden oluşmuştur. Bulgular, yöneticilerin dört temada kapsayıcı liderlik davranışları sergilediğini göstermektedir: adalet ve eşitlik odaklı yönetim, katılımcı ve şeffaf karar alma, destekleyici ve güçlendirici liderlik ve yenilikçilik ve mesleki gelişimi vurgulayan liderlik. Öğretmenler, yöneticilerin görevleri yetkinliklere göre atadığını, programları adil bir şekilde hazırladığını, kişisel önyargılardan kaçındığını ve iş yüklerini dengelediğini bildirmiştir. Ayrıca, karar alma süreçlerinde görüşlerinin dikkate alındığını, anketler ve oylamalar yoluyla ortak kararlar alındığını, düzenli toplantılar yapıldığını ve şeffaflığın sağlandığını belirtmişlerdir. Yöneticiler, öğretmen başarılarını takdir eder, gerçek ilgi gösterir ve değer duygusunu teşvik eder. Mesleki gelişimle ilgili olarak, hizmet içi eğitimlere katılım teşvik edilir, yenilikçi yaklaşımlar benimsenir ve gerekli öğretim materyalleri sağlanır. Bu bulgular, yöneticilerin kapsayıcı liderliğinin öğretmenlerin mesleki dayanıklılığını desteklediğini, olumlu bir örgütsel iklim yarattığını ve eğitim kalitesinin ve genel okul etkinliğinin artmasına katkıda bulunabileceğini göstermektedir.

Etik Beyan

Bu çalışma, Gazi Üniversitesi Etik Kurulu tarafından incelenmiş ve onaylanmıştır. Etik Kurul başvurusu, 26/03/2024 tarihinde yapılan 06 numaralı toplantıda görüşülmüş ve araştırmanın, çalışmanın yürütüleceği ilgili kurumlardan izin alınması koşuluyla, herhangi bir etik sakınca taşımadığına oy birliğiyle karar verilmiştir. Onay, 19/04/2024 tarihli ve E-77082166-302.08.01-928782 sayılı karar ile verilmiştir.

Kaynakça

  • Ağalday, B. (2022). Examining the effect of principals’ inclusive leadership practices on organizational hypocrisy through the mediating role of trust in principal. Participatory Educational Research, 9(5), 204–221. https://doi.org/10.17275/per.22.111.9.5
  • Alimo-Metcalfe, B. (2010). Developments in gender and leadership: Introducing a new “inclusive” model. Gender in Management: An International Journal, 25(8), 630–639. https://doi.org/10.1108/17542411011092291
  • Angelides, P. (2011). Forms of leadership that promote inclusive education in Cypriot schools. Educational Management Administration & Leadership, 40(1), 21–36. https://doi.org/10.1177/1741143211420614 Atwater, L., & Carmeli, A. (2009). Leader–member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20(3), 264–275. https://doi.org/10.1016/j.leaqua.2007.07.009
  • Aytac, T. (2020). The effects of working in public or private schools on job satisfaction of teachers in Turkey: A meta-analysis study. Eurasian Journal of Educational Research, 20(89), 179–200.
  • Baker, D. J., & O’Malley, M. P. (2017). Building capacity for inclusive leadership: Bridging research and practice. Journal of School Leadership, 27(6), 665–688.
  • Bialopotocki, R. N. (2006). Recognition and praise relate to teachers’ job satisfaction [Unpublished doctoral thesis]. University of Nebraska–Lincoln.
  • Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/amr.2004.12736076
  • Büyüköztürk, Ş., Çakmak Kılıç, E., Akgün, Ö. E., Karadeniz, Ş., & Demirel, F. (2019). Bilimsel araştırma yöntemleri. Pegem Akademi.
  • Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
  • Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). Sage Publications.
  • Creswell, J. W., & Miller, D. L. (2000). Determining validity in qualitative inquiry. Theory Into Practice, 39(3), 124–130. https://doi.org/10.1207/s15430421tip3903_2
  • Cülha, A. (2023). Inclusive leadership practices in schools: A mixed methods study. MSKU Journal of Education, 10(1), 70–84. https://doi.org/10.21666/muefd.1059027
  • Dillon, B., & Bourke, J. (2016). The six signature traits of inclusive leadership: Thriving in a diverse new world. Deloitte University Press. https://www2.deloitte.com/us/en/insights/topics/talent/six-signature-traits-of-inclusive-leadership.html
  • Ely, R. J., & Thomas, D. A. (2020). Getting serious about diversity. Harvard Business Review, 98(6), 114–122.
  • Fatima, T., Majeed, M., & Shah, S. Z. A. (2021). A moderating mediation model of the antecedents of being driven to work: The role of inclusive leaders as change agents. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 38(3), 257–271. https://doi.org/10.1002/cjas.1632
  • Felder, F. (2018). The value of inclusion. Journal of Philosophy of Education, 52(1), 54–70. https://doi.org/10.1111/1467-9752.12280
  • Ferdman, B. M. (2010). Teaching inclusion by example and experience: Creating an inclusive learning environment. In Leading across differences: Cases and perspectives—Facilitator’s guide (pp. 37–50).
  • Fredricks, J. A., Blumenfeld, P. C., & Paris, A. H. (2004). School engagement: Potential of the concept, state of the evidence. Review of Educational Research, 74(1), 59–109. https://doi.org/10.3102/0034654307400105
  • Garnett, F., Waddington, D., & Davidson, J. (2018). Leading inclusive schools: A study of leadership practices in the Wellington Region. International Journal of Inclusive Education, 22(9), 957–976.
  • Göker, R., Kaya, S. Y., Kurşun, M., Beke, B., & Uygun, T. (2023). Öğretmen motivasyonunun kuramsal çerçevede incelenmesi. Socrates Journal of Interdisciplinary Social Researches, 9(31), 132–140. https://doi.org/10.5281/zenodo.8151160
  • Griffiths, J. D. (2011). Promoting inclusion in urban contexts: Elementary principals’ leadership [Unpublished doctoral thesis]. University of Toronto.
  • Guo, Y., Jin, J., & Yim, S. H. (2022). Impact of inclusive leadership on innovative work behavior: The mediating role of job crafting. Administrative Sciences, 13(1), 4. https://doi.org/10.3390/admsci13010004
  • Gül, E. (2021). Kapsayıcı liderlik ölçeğinin Türkçe uyarlaması ve kapsayıcı liderliğin iş performansı üzerindeki etkisinde psikolojik güvenliğin aracılık rolü. Selçuk Üniversitesi Sosyal Bilimler Meslek Yüksekokulu Dergisi, 24(2), 323–339. https://doi.org/10.29249/selcuksbmyd.895678
  • Hannum, K. M., McFeeters, B. B., & Booysen, L. (2010). Mapping your social identities. In K. M. Hannum, B. B.
  • McFeeters, & L. Booysen (Eds.), Leading across differences: Cases and perspectives (pp. 183–192). Pfeiffer.
  • Hattie, J. (2012). Visible learning for teachers: Maximizing impact on learning. Routledge.
  • Hollander, E. P. (2009). Inclusive leadership: The essential leader-follower relationship. Routledge/Taylor & Francis Group.
  • Hollander, E. P. (2012). Inclusive leadership: The essential leader-follower relationship. Routledge.
  • Holmström, A., Tuominen, H., Laasanen, M., & Veermans, M. (2023). Teachers’ work engagement and burnout profiles: Associations with sense of efficacy and interprofessional collaboration in school. Teaching and Teacher Education, 132, 104251. https://doi.org/10.1016/j.tate.2023.104251
  • Honingh, M., & Hooge, E. (2014). The effect of school-leader support and participation in decision making on teacher collaboration in Dutch primary and secondary schools. Educational Management Administration & Leadership, 42(1), 75–98. https://doi.org/10.1177/1741143213499256
  • Ingersoll, R. (2001). Teacher turnover and teacher shortages: An organizational analysis. American Educational Research Journal, 38(3), 499–534. https://doi.org/10.3102/00028312038003499
  • Keyes, M. W., Hanley-Maxwell, C., & Capper, C. A. (1999). Spirituality? It’s the core of my leadership: Empowering leadership in an inclusive elementary school. Educational Administration Quarterly, 35(2), 203–237. https://doi.org/10.1177/00131619921968527
  • Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J., Levine, D., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3–21. https://doi.org/10.1002/hrm.10061
  • Korn Ferry. (2020). The benefits of inclusive leadership. https://www.kornferry.com/insights/featured-topics/diversity-equity-inclusion/the-benefits-of-inclusive-leadership
  • Korstjens, I., & Moser, A. (2018). Series: Practical guidance to qualitative research. Part 4: Trustworthiness and publishing. European Journal of General Practice, 24(1), 120–124.
  • Kugelmass, J. W. (2003). Inclusive leadership; leadership for inclusion. National College for School Leadership.
  • Kuku, S. M., & Taylor, J. W. (2002, April). Teacher participation in decision making: A comparative study of school leader and teacher perceptions in North Philippine academies. International Forum Journal, 5(1), 19–46.
  • Kuknor, S. C., & Bhattacharya, S. (2020). Inclusive leadership: New age leadership to foster organizational inclusion. European Journal of Training and Development, 46(9), 771–797. https://doi.org/10.1108/EJTD-07-2019-0112
  • Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage Publications.
  • Lin, H. (2018). The effect of inclusive leadership on employees’ procrastination. Psychology, 9(4), 714–727. https://doi.org/10.4236/psych.2018.94045
  • McCauley, C., & Wakefield, M. (2006). Talent management in the 21st century: Help your company find, develop and keep its strongest workers. The Journal for Quality & Participation, 29(4), 2–10.
  • McMillan, J. H. (2000). Educational research: Fundamentals for the consumer. HarperCollins College Publishers.
  • Mehta, D., Gardia, A., & Rathore, H. C. S. (2010). Teacher participation in the decision-making process: Reality and repercussions in Indian higher education. Compare, 40(5), 659–671. https://doi.org/10.1080/03057921003638171
  • Mor Barak, M. E., Cherin, D. A., & Berkman, S. (1998). Organizational and personal dimensions in diversity climate: Ethnic and gender differences in employee perceptions. The Journal of Applied Behavioral Science, 34(1), 82–104. https://doi.org/10.1177/0021886398341006
  • Mor Barak, M. E., Lizano, E. L., Kim, A., Duan, L., Rhee, M. K., Hsiao, H. Y., & Brimhall, K. C. (2016). The promise of diversity management for climate of inclusion: A state-of-the-art review and meta-analysis. Human Service Organizations: Management, Leadership & Governance, 40(4), 305–333. https://doi.org/10.1080/23303131.2016.1138915
  • Morrison, K. (2017). Research methods in education. Routledge.
  • Nair, N., & Vohra, N. (2015). Diversity and inclusion at the workplace: A review of research and perspectives (IIMA Working Paper No. WP2015-03-34). Indian Institute of Management Ahmedabad, Research and Publication Department.
  • Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/10.1002/job.413
  • Nishina, A., Lewis, J. A., Bellmore, A., & Witkow, M. R. (2019). Ethnic diversity and inclusive school environments. Educational Psychologist, 54(4), 306–321. https://doi.org/10.1080/00461520.2019.1633923
  • O’Leary, J., Russell, G., & Tilly, J. (2015). Building inclusion: An evidence-based model of inclusive leadership. Diversity Council of Australia.
  • Özdemir, N. D., Umut, İ., & Özdemir, İ. T. (2023). Eğitimde kapsayıcı liderlik. Alanyazın, 4(2), 187–196.
  • Patton, M. Q. (2018). Nitel araştırma ve değerlendirme yöntemleri (M. Bütün & S. B. Demir, Eds., 2. baskı). Pegem Akademi.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203. https://doi.org/10.1016/j.hrmr.2017.07.002
  • Roberson, Q., & Perry, J. L. (2022). Inclusive leadership in thought and action: A thematic analysis. Group & Organization Management, 47(4), 755–778. https://doi.org/10.1177/10596011211013161
  • Ryan, J. (2006). Inclusive leadership and social justice for schools. Leadership and Policy in Schools, 5(1), 3–17. https://doi.org/10.1080/15700760500483995
  • Sarafidou, J. O., & Chatziioannidis, G. (2013). Teacher participation in decision making and its impact on school and teachers. International Journal of Educational Management, 27(2), 170–183. https://doi.org/10.1108/09513541311297586
  • Shenton, A. K. (2004). Strategies for ensuring trustworthiness in qualitative research projects. Education for Information, 22(2), 63–75.
  • Shields, C. M. (2010). Transformative leadership: Working for equity in diverse contexts. Educational Administration Quarterly, 46(4), 558–589. https://doi.org/10.1177/0013161X10375609.
  • Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28(2), 176–189. https://doi.org/10.1016/j.hrmr.2017.07.003
  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., & Ehrhart, K. H. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289. https://doi.org/10.1177/0149206310385943
  • Simon, T. (2021). The benefits of inclusive leadership in the 21st century. Monitask Blog. https://www.monitask.com/en/blog/the-benefits-of-inclusive-leadership-in-the-21st-century#Individual_Benefits_of_Inclusive_Leadership_Unlocking_Potential
  • Şamdan, T., & Baskan, G. A. (2019). Öğretmenlerin algılarına göre örgütsel adalet ve örgütsel sinizm arasındaki ilişkinin incelenmesi. Pamukkale Üniversitesi Eğitim Fakültesi Dergisi, 47, 17–40. https://doi.org/10.9779/pauefd.479173
  • Streubert, H. J., & Carpenter, D. R. (2011). Qualitative research in nursing (5th ed.). Lippincott Williams & Wilkins.
  • Taal, E. (2024). Fostering inclusion: The role of leadership in creating an inclusive work environment for lecturers in universities of applied sciences [Doctoral dissertation]. The Hague University of Applied Sciences.
  • Tang, N., Jiang, Y., Chen, C., Zhou, Z, Chen, C. C., & Yu, Z. (2015). Inclusion and inclusion management in the Chinese context: An exploratory study. The International Journal of Human Resource Management, 26(6), 856–874. https://doi.org/10.1080/09585192.2014.985326
  • Tapia, A. T., & Polonskaia, A. (2020). The 5 disciplines of inclusive leaders: Unleashing the power of all of us. Berrett-Koehler Publishers.
  • Theoharis, G. (2010). Disrupting injustice: Principals narrate the strategies they use to improve their schools and advance social justice. Teachers College Record, 112(1), 331–373.
  • Thompson, C. S. (2024). Teachers’ perceptions of the influence of leaders’ behaviours on school culture: Exploring paradigm RePaDO. Power and Education, 16(3), 222–236. https://doi.org/10.1177/17577438231200083
  • Tisdell, E. J., Merriam, S. B., & Stuckey-Peyrot, H. L. (2025). Qualitative research: A guide to design and implementation. John Wiley & Sons.
  • UNESCO. (2009). Defining an inclusive education agenda: Reflections around the 48th session of the International Conference on Education. UNESCO.
  • UNESCO. (2015). Global education monitoring report 2015: Education for all, 2000–2015. UNESCO Publishing.
  • Walton, G. M., & Cohen, G. L. (2007). A question of belonging: Race, social fit, and achievement. Journal of Personality and Social Psychology, 92(1), 82–96. https://doi.org/10.1037/0022-3514.92.1.82
  • Wasserman, I. C., Gallegos, P. V., & Ferdman, B. M. (2008). Dancing with resistance. In Diversity resistance in organizations (pp. 175–200).
  • Xintian, L., & Peng, P. (2023). Does inclusive leadership foster employee psychological resilience? The role of perceived insider status and supportive organizational climate. Frontiers in Psychology, 14, https://doi.org/10.3389/fpsyg.2023.1127780
  • Van Manen, M. (2016). Researching lived experience: Human science for an action sensitive pedagogy. Routledge.
  • Yıldırım, A., & Şimşek, H. (2018). Sosyal bilimlerde nitel araştırma yöntemleri (11. baskı). Seçkin Yayıncılık.
  • Zeng, H., Zhao, L., & Zhao, Y. (2020). Inclusive leadership and taking-charge behavior: Roles of psychological safety and thriving at work. Frontiers in Psychology, 11, 62. https://doi.org/10.3389/fpsyg.2020.00062
  • Zhu, J., Xu, S., & Zhang, B. (2020). The paradoxical effect of inclusive leadership on subordinates’ creativity. Frontiers in Psychology, 10, 2960. https://doi.org/10.3389/fpsyg.2019.02960
Toplam 78 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Eğitimde Liderlik, Kapsayıcı Eğitim
Bölüm Araştırma Makalesi
Yazarlar

Hüseyin Yıldızoğlu 0000-0003-1178-6662

Zühal Topcu 0000-0003-4617-2716

Gönderilme Tarihi 28 Ağustos 2025
Kabul Tarihi 27 Eylül 2025
Yayımlanma Tarihi 31 Aralık 2025
Yayımlandığı Sayı Yıl 2025 Cilt: 11 Sayı: 2

Kaynak Göster

APA Yıldızoğlu, H., & Topcu, Z. (2025). Teachers’ Perspectives on Inclusive Leadership Behaviors of School Administrators. International Journal on Lifelong Education and Leadership, 11(2), 136-151. https://doi.org/10.25233/ijlel.1773556