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AKADEMİK LİDERLİK MODELLERİNİN DEĞERLENDİRİLMESİ: AHP YAKLAŞIMI

Yıl 2024, Sayı: 1, 63 - 82, 28.09.2024
https://doi.org/10.35345/johmal.1510814

Öz

Yükseköğretim kurumlarında liderlik, iş takibi, eğitimin aksamaması ve akademik anlamda başarılı çalışmaların ortaya çıkması için kilit bir rol oynamaktadır. Bu durum özellikle hangi liderlik modelinin akademide daha yararlı olacağının bilinmesini ve o liderlik tarzının benimsenmesini gerekli kılmaktadır. Akademik liderlik her dönemde önemli olmuştur. Çünkü bir akademisyenin başarısı, mesleki ve akademik gelişimini teşvik eden ya da caydıran, içinde çalıştığı mesleki kültüre doğrudan bağlıdır. Bu kapsamda literatürde yer alan akademik liderlik modelleri çok kriterli karar verme yöntemlerinden biri olan Analitik Hiyerarşi Süreci yöntemiyle değerlendirilmiştir. Araştırma sonucuna göre en yüksek ağırlık değerine (0,2064) sahip akademik liderlik türü AL3 kodu ile hizmetkâr liderlik modeli olarak ortaya konmuştur. İkinci en yüksek ağırlık değerini (0,1773) alan liderlik modeli ise AL2 koduyla dönüşümcü liderlik modeli olmuştur. Tüm uzmanların değerlendirmeleri sonucu en düşük düzeyde ağırlık değerlerini alarak sıralamanın sonlarında yer alan AL7 kodlu manevi liderlik modeli (0,0744) ve AL8 kodlu pasif liderlik modeli (0,0516) en az tercih edilen modeller olarak değerlendirilmiştir.

Etik Beyan

Bu çalışma için Hamidiye Bilimsel Araştırmalar ve Etik Kurulu 16.02.2024 tarih ve 2/27 sayılı kararı ile etik kurul izni alınmıştır.

Kaynakça

  • Alblas, G. ve Wijsman, E. (2021). Organisational Behaviour. Organisational Behaviour. doi:10.4324/9781003194736
  • Astin, A. W. ve Astin, H. S. (2000). Leadership Reconsidered: Engaging Higher Education in Social Change. W.K. KELLOGG.
  • Baert, P. ve Morgan, M. (2018). A performative framework for the study of intellectuals. European Journal of Social Theory, 21(3), 322–339. doi:10.1177/1368431017690737
  • Bagnall, J. (2021). In Praise of the Incomplete Leader - Responsible Leadership.
  • Bass, B. M. (1985). Leadership and Performance beyond Expectations. The Academy of Management Review, 12(4), 756. doi:10.2307/258081
  • Bass, B. M. (1997). Does the Transactional - Transformational Leadership Paradigm Transcend Organizational and National Boundaries? American Psychologist, 52(2), 130–139. doi:10.1037/0003-066X.52.2.130
  • Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32. doi:10.1080/135943299398410
  • Bass, B. M. (2000). The Future of Leadership in Learning Organizations. Journal of Leadership Studies, 7(3), 18–40. doi:10.1177/107179190000700302
  • Bass, B. M., Waldman, D. A., Avolio, B. J. ve Bebb, M. (1987). Transformational Leadership and the Falling Dominoes Effect. Group & Organization Management, 12(1), 73–87. doi:10.1177/105960118701200106
  • Becher, T. ve Trowler, P. R. (2001). Academic tribes and territories (McGraw-Hil.). U.K.
  • Birnbaum, R. (1989). The Implicit Leadership Theories of College and University Presidents. The Review of Higher Education, 12(2), 125–136. doi:10.1353/rhe.1989.0025
  • Blair, J. (2000). Schools of Education Tracking Down “Big Money” - Education Week. Education Week, 20(12), 1, 14–15. https://www.edweek.org/teaching-learning/schools-of-education-tracking-down-big-money/2000/11 adresinden erişildi.
  • Bolden, R., Petrov, G. ve Gosling, J. (2009). Distributed leadership in higher education: Rhetoric and reality. Educational Management Administration and Leadership, 37(2), 257–277. doi:10.1177/1741143208100301
  • Brungardt, C. (1998). The new face of leadership: Implications for higher education. Leadership Studies, Fort Hays State University, from: iscb@ fhsu. edu. 5 Ocak 2024 tarihinde http://nwlink.com/~donclark/leader/lead_edu.html adresinden erişildi.
  • Burns, J. M. (1978). Leadership (Harper & R.). New York.
  • Bush, T. (2017). The enduring power of transformational leadership. Educational Management Administration and Leadership, 45(4), 563–565. doi:10.1177/1741143217701827
  • David, R. ve McKenna, B. (2009). Knowledge, wisdom and intellectual leadership: A question of the future and knowledge-based sustainability. International Journal of Learning and Intellectual Capital, 6(1–2), 52–70. doi:10.1504/IJLIC.2009.021720
  • Den Hartog, D. N. ve de Hoogh, A. H. B. (2009). Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18(2), 199–230. doi:10.1080/13594320802362688
  • Doraiswamy, I. R. (2012). Servant or Leader? Who will stand up please? International Journal of Business and Social Science, 3(9), 178–183.
  • Ervay, S. (2006). Academic Leadership in America’s Public Schools. NASSP Bulletin, 90(2), 77–86. doi:10.1177/0192636506290175
  • Farling, M. L., Stone, A. G. ve Winston, B. E. (1999). Servant leadership: Setting the stage for empirical research. Journal of Leadership and Organizational Studies, 6(1–2), 49–72. doi:10.1177/107179199900600104
  • Greenleaf, R. K. (1970). Servant leadership: A journey into the nature of legitimate power and greatness (Paulist Pr.). New Jersey.
  • Gronn, P. (2000). Distributed Properties. Educational Management & Administration, 28(3), 317–338. doi:10.1177/0263211x000283006
  • Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13(4), 423–451. doi:10.1016/S1048-9843(02)00120-0
  • Hafeez, K., Malak, N. ve Zhang, Y. B. (2007). Outsourcing non-core assets and competences of a firm using analytic hierarchy process. Computers and Operations Research, 34(12), 3592–3608. doi:10.1016/j.cor.2006.01.004
  • Harker, P. T. ve Vargas, L. G. (1987). Theory of Ratio Scale Estimation: Saaty’S Analytic Hierarchy Process. Management Science, 33(1), 1383–1403.
  • Hosking, D. M. (1988). Organizing, Leadership and Skilful Process. Journal of Management Studies, 25(2), 147–166.
  • Hu, S. (2011). Scholarship Awards, Student Engagement, and Leadership Capacity of High-Achieving Low-Income Students of Color. The Journal of Higher Education, 82(5), 511–534. doi:10.1080/00221546.2011.11777216
  • Huang, T. C. K., Chen, Y. L. ve Chang, T. H. (2015). A novel summarization technique for the support of resolving multi-criteria decision making problems. Decision Support Systems, 79, 109–124. doi:10.1016/j.dss.2015.08.004
  • Hussain, H. K., Talib, N. A. ve Shah, I. M. (2014). Exploring the impact of transformational leadership on process innovation and product innovation: A case of Iraqi public universities. Asian Social Science, 10(21), 168–174. doi:10.5539/ass.v10n21p168
  • İsfahani, A. N., Sabhani, M., Pol, J. K. ve Amani, M. (2015). Analysis of the effect of spiritual leadership and its consequences on organizational performance by using a balanced scorecard in small and medium enterprises in Isfahan. Scientific Journal of Organizational Culture Management, 13(1), 247–265. doi:https://dx.doi.org/10.22059/jomc.2015.53302
  • Jaser, Z. (2021). The connecting leader. Aligning leadership theories to managers’ issues. Leadership, 17(3), 376–382. doi:10.1177/1742715020981188
  • Jones, D. ve Rudd, R. (2008). Transactional, Transformational, or Laissez-Faire Leadership: an Assessment of College of Agriculture Academic Program Leaders’ (Deans) Leadership Styles. Journal of Agricultural Education, 49(2), 88–97. doi:10.5032/jae.2008.02088
  • Kezar, A. ve Lester, J. (2009). Supporting faculty grassroots leadership. Research in Higher Education, 50(7), 715–740. doi:10.1007/s11162-009-9139-6
  • Khan, M. M., Mubarik, M. S., Ahmed, S. S., Islam, T. ve Khan, E. (2022). The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship. Leadership and Organization Development Journal, 43(6), 847–861. doi:10.1108/LODJ-06-2021-0305
  • Koen, M. P. ve Bitzer, E. M. (2010). Academic leadership in higher education: A participative perspective from one institution. Academic Leadership, 8(1). doi:10.58809/ufqd3521
  • Kotter, J. P. (2002). What leaders really do. MPT Metallurgical Plant and Technology International. https://hbr.org/2001/12/what-leaders-really-do adresinden erişildi.
  • Kraus, S., Harms, R., Fink, M., ve Kailer, N. (2015). The role of social innovation in a network-based governance approach: A research agenda. Journal of Business Research, 70, 1–11. doi:10.1016/j.jbusres.2015.01.028
  • Lichtenstein, R., o ve M., M. (2006). The Leadership Experience. Organizational Leadership, 17(1), 62–74. doi:10.1108/14777280910932816
  • Malik, A., Awan, I., Asim, M. ve Qazi, A. (2023). A critical review of social exchange theory in leadership studies: what’s next? Leadership & Organization Development Journal, 44(4), 735–746. doi:10.1108/LODJ-07-2021-0344
  • McCarthy, J. ve Wiles, J. (2009). The United Kingdom’s House of Lords and the legislative process: a gendered perspective. Gender and Education, 21(4), 371–386. doi:10.1080/09540250802615171
  • Mehta, R. ve Mehta, R. (2015). Examining the relationship between servant leadership and trust. International Journal of Academic Research in Business and Social Sciences, 5(12), 1–10. doi:10.6007/IJARBSS/v5-i12/1999
  • Morrison, G. R. (2009). Transformational Leadership in Education: A Review of the Literature. In Handbook of Research on Educational Leadership for Equity and Diversity (s. 108–126). doi:10.4018/978-1-60566-254-2.ch007
  • Mullen, C. A. (2015). Fostering a culture of shared leadership in a higher education institution: a case study of a community college. Community College Journal of Research and Practice, 39(5), 453–463. doi:10.1080/10668926.2014.922367
  • Mumford, A. (2006). What is leadership? Leadership, 2(2), 179–190. doi:10.1177/1742715006062835
  • Neck, C. P. ve Houghton, J. D. (2006). Two decades of self-leadership theory and research: Past developments, current trends, and future directions. Journal of Managerial Psychology, 21(4), 270–295. doi:10.1108/02683940610663156
  • Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.
  • Ornstein, A. C. ve Hunkins, F. P. (2018). Curriculum: Foundations, principles, and issues (6th ed.). Pearson.
  • Phipps, K. (2017). Leadership in the Age of the Millennials: New Challenges for the Management of Higher Education. Perspectives: Policy and Practice in Higher Education, 21(2), 73–77. doi:10.1080/13603108.2017.1395750
  • Poole, M. S., van de Ven, A. H., Dooley, K. ve Holmes, M. (2000). Organizational Change and Innovation Processes: Theory and Methods for Research. New York: Oxford University Press.
  • Reiter-Palmon, R., Duffy, M. K. ve Karp, A. (2019). A taxonomy of collaborative leadership: A framework for academic leaders. Journal of Leadership Studies, 12(1), 6–18. doi:10.1002/jls.21533
  • Robinson, V. M. J. (2007). School leadership and student outcomes: Identifying what works and why. Educational Leadership, 65(1), 5–13.
  • Robinson, V. M. J., Hohepa, M., ve Lloyd, C. (2009). School Leadership and Student Outcomes: Identifying What Works and Why. Best Evidence Synthesis Iteration, 2. Ministry of Education, New Zealand. https://www.educationcounts.govt.nz/publications/series/2515/38233
  • Rosenberg, D. (2010). Character and its discontents. Leadership, 6(3), 221–231. doi:10.1177/1742715010375514
  • Sadeghi, A., Yavari, N. ve Mahmoudi, M. (2013). The relationship between transformational leadership and organizational commitment in academic staff of Islamic Azad University. World Applied Sciences Journal, 23(4), 532–538.
  • Sahu, T. N. ve Choudhary, R. (2019). Impact of transformational leadership on the job satisfaction of teachers in higher education institutions: A study of a university in India. International Journal of Educational Management, 33(6), 1101–1115. doi:10.1108/IJEM-05-2018-0177
  • Sergiovanni, T. J. (2001). Leadership: What’s in it for schools? (3rd ed.). Taylor & Francis.
  • Sezgin, F. (2014). Transformational Leadership Behaviours of School Principals and their Effect on Teachers’ Job Satisfaction. Educational Sciences: Theory and Practice, 14(3), 1064–1071.
  • Smith, B. L. ve MacGregor, J. (2009). Learning together in community. In P. B. Corcoran & D. W. Kinsella (Eds.), Learning communities: Reforming undergraduate education (s. 51–66). Jossey-Bass.
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  • Spillane, J. P. (2006). Distributed leadership. Educational Forum, 70(3), 219–234. doi:10.1080/00131720608984628
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EVALUATION OF ACADEMIC LEADERSHIP MODELS: AHP APPROACH

Yıl 2024, Sayı: 1, 63 - 82, 28.09.2024
https://doi.org/10.35345/johmal.1510814

Öz

Leadership in higher education institutions plays a key role in the follow-up of work, the smooth running of education and the emergence of academically successful studies. This situation makes it necessary to know which leadership model will be more useful in academia and to adopt that leadership style. Academic leadership has been important in every period. Because the success of an academic is directly dependent on the professional culture in which he/she works, which encourages or discourages his/her professional and academic development. In this context, academic leadership models in the literature were evaluated using the Analytic Hierarchy Process method, which is one of the multi-criteria decision-making methods. According to the results of the research, the type of academic leadership with the highest weight value (0.2064) was revealed as the servant leadership model with the code AL3. The leadership model with the second highest weight value (0.1773) was the transformational leadership model with the code AL2. As a result of the evaluations of all experts, the spiritual leadership model with the code AL7 (0,0744) and the passive leadership model with the code AL8 (0,0516), which were at the bottom of the ranking with the lowest weight values, were evaluated as the least preferred models.

Kaynakça

  • Alblas, G. ve Wijsman, E. (2021). Organisational Behaviour. Organisational Behaviour. doi:10.4324/9781003194736
  • Astin, A. W. ve Astin, H. S. (2000). Leadership Reconsidered: Engaging Higher Education in Social Change. W.K. KELLOGG.
  • Baert, P. ve Morgan, M. (2018). A performative framework for the study of intellectuals. European Journal of Social Theory, 21(3), 322–339. doi:10.1177/1368431017690737
  • Bagnall, J. (2021). In Praise of the Incomplete Leader - Responsible Leadership.
  • Bass, B. M. (1985). Leadership and Performance beyond Expectations. The Academy of Management Review, 12(4), 756. doi:10.2307/258081
  • Bass, B. M. (1997). Does the Transactional - Transformational Leadership Paradigm Transcend Organizational and National Boundaries? American Psychologist, 52(2), 130–139. doi:10.1037/0003-066X.52.2.130
  • Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32. doi:10.1080/135943299398410
  • Bass, B. M. (2000). The Future of Leadership in Learning Organizations. Journal of Leadership Studies, 7(3), 18–40. doi:10.1177/107179190000700302
  • Bass, B. M., Waldman, D. A., Avolio, B. J. ve Bebb, M. (1987). Transformational Leadership and the Falling Dominoes Effect. Group & Organization Management, 12(1), 73–87. doi:10.1177/105960118701200106
  • Becher, T. ve Trowler, P. R. (2001). Academic tribes and territories (McGraw-Hil.). U.K.
  • Birnbaum, R. (1989). The Implicit Leadership Theories of College and University Presidents. The Review of Higher Education, 12(2), 125–136. doi:10.1353/rhe.1989.0025
  • Blair, J. (2000). Schools of Education Tracking Down “Big Money” - Education Week. Education Week, 20(12), 1, 14–15. https://www.edweek.org/teaching-learning/schools-of-education-tracking-down-big-money/2000/11 adresinden erişildi.
  • Bolden, R., Petrov, G. ve Gosling, J. (2009). Distributed leadership in higher education: Rhetoric and reality. Educational Management Administration and Leadership, 37(2), 257–277. doi:10.1177/1741143208100301
  • Brungardt, C. (1998). The new face of leadership: Implications for higher education. Leadership Studies, Fort Hays State University, from: iscb@ fhsu. edu. 5 Ocak 2024 tarihinde http://nwlink.com/~donclark/leader/lead_edu.html adresinden erişildi.
  • Burns, J. M. (1978). Leadership (Harper & R.). New York.
  • Bush, T. (2017). The enduring power of transformational leadership. Educational Management Administration and Leadership, 45(4), 563–565. doi:10.1177/1741143217701827
  • David, R. ve McKenna, B. (2009). Knowledge, wisdom and intellectual leadership: A question of the future and knowledge-based sustainability. International Journal of Learning and Intellectual Capital, 6(1–2), 52–70. doi:10.1504/IJLIC.2009.021720
  • Den Hartog, D. N. ve de Hoogh, A. H. B. (2009). Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18(2), 199–230. doi:10.1080/13594320802362688
  • Doraiswamy, I. R. (2012). Servant or Leader? Who will stand up please? International Journal of Business and Social Science, 3(9), 178–183.
  • Ervay, S. (2006). Academic Leadership in America’s Public Schools. NASSP Bulletin, 90(2), 77–86. doi:10.1177/0192636506290175
  • Farling, M. L., Stone, A. G. ve Winston, B. E. (1999). Servant leadership: Setting the stage for empirical research. Journal of Leadership and Organizational Studies, 6(1–2), 49–72. doi:10.1177/107179199900600104
  • Greenleaf, R. K. (1970). Servant leadership: A journey into the nature of legitimate power and greatness (Paulist Pr.). New Jersey.
  • Gronn, P. (2000). Distributed Properties. Educational Management & Administration, 28(3), 317–338. doi:10.1177/0263211x000283006
  • Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13(4), 423–451. doi:10.1016/S1048-9843(02)00120-0
  • Hafeez, K., Malak, N. ve Zhang, Y. B. (2007). Outsourcing non-core assets and competences of a firm using analytic hierarchy process. Computers and Operations Research, 34(12), 3592–3608. doi:10.1016/j.cor.2006.01.004
  • Harker, P. T. ve Vargas, L. G. (1987). Theory of Ratio Scale Estimation: Saaty’S Analytic Hierarchy Process. Management Science, 33(1), 1383–1403.
  • Hosking, D. M. (1988). Organizing, Leadership and Skilful Process. Journal of Management Studies, 25(2), 147–166.
  • Hu, S. (2011). Scholarship Awards, Student Engagement, and Leadership Capacity of High-Achieving Low-Income Students of Color. The Journal of Higher Education, 82(5), 511–534. doi:10.1080/00221546.2011.11777216
  • Huang, T. C. K., Chen, Y. L. ve Chang, T. H. (2015). A novel summarization technique for the support of resolving multi-criteria decision making problems. Decision Support Systems, 79, 109–124. doi:10.1016/j.dss.2015.08.004
  • Hussain, H. K., Talib, N. A. ve Shah, I. M. (2014). Exploring the impact of transformational leadership on process innovation and product innovation: A case of Iraqi public universities. Asian Social Science, 10(21), 168–174. doi:10.5539/ass.v10n21p168
  • İsfahani, A. N., Sabhani, M., Pol, J. K. ve Amani, M. (2015). Analysis of the effect of spiritual leadership and its consequences on organizational performance by using a balanced scorecard in small and medium enterprises in Isfahan. Scientific Journal of Organizational Culture Management, 13(1), 247–265. doi:https://dx.doi.org/10.22059/jomc.2015.53302
  • Jaser, Z. (2021). The connecting leader. Aligning leadership theories to managers’ issues. Leadership, 17(3), 376–382. doi:10.1177/1742715020981188
  • Jones, D. ve Rudd, R. (2008). Transactional, Transformational, or Laissez-Faire Leadership: an Assessment of College of Agriculture Academic Program Leaders’ (Deans) Leadership Styles. Journal of Agricultural Education, 49(2), 88–97. doi:10.5032/jae.2008.02088
  • Kezar, A. ve Lester, J. (2009). Supporting faculty grassroots leadership. Research in Higher Education, 50(7), 715–740. doi:10.1007/s11162-009-9139-6
  • Khan, M. M., Mubarik, M. S., Ahmed, S. S., Islam, T. ve Khan, E. (2022). The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship. Leadership and Organization Development Journal, 43(6), 847–861. doi:10.1108/LODJ-06-2021-0305
  • Koen, M. P. ve Bitzer, E. M. (2010). Academic leadership in higher education: A participative perspective from one institution. Academic Leadership, 8(1). doi:10.58809/ufqd3521
  • Kotter, J. P. (2002). What leaders really do. MPT Metallurgical Plant and Technology International. https://hbr.org/2001/12/what-leaders-really-do adresinden erişildi.
  • Kraus, S., Harms, R., Fink, M., ve Kailer, N. (2015). The role of social innovation in a network-based governance approach: A research agenda. Journal of Business Research, 70, 1–11. doi:10.1016/j.jbusres.2015.01.028
  • Lichtenstein, R., o ve M., M. (2006). The Leadership Experience. Organizational Leadership, 17(1), 62–74. doi:10.1108/14777280910932816
  • Malik, A., Awan, I., Asim, M. ve Qazi, A. (2023). A critical review of social exchange theory in leadership studies: what’s next? Leadership & Organization Development Journal, 44(4), 735–746. doi:10.1108/LODJ-07-2021-0344
  • McCarthy, J. ve Wiles, J. (2009). The United Kingdom’s House of Lords and the legislative process: a gendered perspective. Gender and Education, 21(4), 371–386. doi:10.1080/09540250802615171
  • Mehta, R. ve Mehta, R. (2015). Examining the relationship between servant leadership and trust. International Journal of Academic Research in Business and Social Sciences, 5(12), 1–10. doi:10.6007/IJARBSS/v5-i12/1999
  • Morrison, G. R. (2009). Transformational Leadership in Education: A Review of the Literature. In Handbook of Research on Educational Leadership for Equity and Diversity (s. 108–126). doi:10.4018/978-1-60566-254-2.ch007
  • Mullen, C. A. (2015). Fostering a culture of shared leadership in a higher education institution: a case study of a community college. Community College Journal of Research and Practice, 39(5), 453–463. doi:10.1080/10668926.2014.922367
  • Mumford, A. (2006). What is leadership? Leadership, 2(2), 179–190. doi:10.1177/1742715006062835
  • Neck, C. P. ve Houghton, J. D. (2006). Two decades of self-leadership theory and research: Past developments, current trends, and future directions. Journal of Managerial Psychology, 21(4), 270–295. doi:10.1108/02683940610663156
  • Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.
  • Ornstein, A. C. ve Hunkins, F. P. (2018). Curriculum: Foundations, principles, and issues (6th ed.). Pearson.
  • Phipps, K. (2017). Leadership in the Age of the Millennials: New Challenges for the Management of Higher Education. Perspectives: Policy and Practice in Higher Education, 21(2), 73–77. doi:10.1080/13603108.2017.1395750
  • Poole, M. S., van de Ven, A. H., Dooley, K. ve Holmes, M. (2000). Organizational Change and Innovation Processes: Theory and Methods for Research. New York: Oxford University Press.
  • Reiter-Palmon, R., Duffy, M. K. ve Karp, A. (2019). A taxonomy of collaborative leadership: A framework for academic leaders. Journal of Leadership Studies, 12(1), 6–18. doi:10.1002/jls.21533
  • Robinson, V. M. J. (2007). School leadership and student outcomes: Identifying what works and why. Educational Leadership, 65(1), 5–13.
  • Robinson, V. M. J., Hohepa, M., ve Lloyd, C. (2009). School Leadership and Student Outcomes: Identifying What Works and Why. Best Evidence Synthesis Iteration, 2. Ministry of Education, New Zealand. https://www.educationcounts.govt.nz/publications/series/2515/38233
  • Rosenberg, D. (2010). Character and its discontents. Leadership, 6(3), 221–231. doi:10.1177/1742715010375514
  • Sadeghi, A., Yavari, N. ve Mahmoudi, M. (2013). The relationship between transformational leadership and organizational commitment in academic staff of Islamic Azad University. World Applied Sciences Journal, 23(4), 532–538.
  • Sahu, T. N. ve Choudhary, R. (2019). Impact of transformational leadership on the job satisfaction of teachers in higher education institutions: A study of a university in India. International Journal of Educational Management, 33(6), 1101–1115. doi:10.1108/IJEM-05-2018-0177
  • Sergiovanni, T. J. (2001). Leadership: What’s in it for schools? (3rd ed.). Taylor & Francis.
  • Sezgin, F. (2014). Transformational Leadership Behaviours of School Principals and their Effect on Teachers’ Job Satisfaction. Educational Sciences: Theory and Practice, 14(3), 1064–1071.
  • Smith, B. L. ve MacGregor, J. (2009). Learning together in community. In P. B. Corcoran & D. W. Kinsella (Eds.), Learning communities: Reforming undergraduate education (s. 51–66). Jossey-Bass.
  • Sosik, J. J. ve Godshalk, V. M. (2000). The role of personal values in the transformational leadership process. Leadership Quarterly, 11(2), 187–208. doi:10.1016/S1048-9843(00)00035-3
  • Spillane, J. P. (2006). Distributed leadership. Educational Forum, 70(3), 219–234. doi:10.1080/00131720608984628
  • Spillane, J. P., Halverson, R. ve Diamond, J. B. (2001). Investigating school leadership practice: A distributed perspective. Educational Administration Quarterly, 37(1), 23–34. doi:10.1177/001316101037001
  • Stewart, D. W. (2013). Academic Leadership: An Emerging Perspective on Leadership in Higher Education. New Directions for Higher Education, 2013(164), 5–14. doi:10.1002/he.20049
  • Wagner, J. A. ve Hollenbeck, J. R. (2014). Organizational Behavior: Securing Competitive Advantage. New York: Routledge.
  • Walker, A., & Dimmock, C. (2005). Leadership for the future: The role of school leaders. International Studies in Educational Administration, 33(2), 24–33.
  • Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice Hall.
Toplam 66 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Liderlik
Bölüm Articles
Yazarlar

Betül Akalın 0000-0003-0402-2461

Mehmet Beşir Demirbaş 0000-0002-5137-0496

Yayımlanma Tarihi 28 Eylül 2024
Gönderilme Tarihi 4 Temmuz 2024
Kabul Tarihi 24 Temmuz 2024
Yayımlandığı Sayı Yıl 2024 Sayı: 1

Kaynak Göster

APA Akalın, B., & Demirbaş, M. B. (2024). AKADEMİK LİDERLİK MODELLERİNİN DEĞERLENDİRİLMESİ: AHP YAKLAŞIMI. Journal of Healthcare Management and Leadership(1), 63-82. https://doi.org/10.35345/johmal.1510814