Analysis of the Relationship Between the Destructive Leadership and the Perceived Organizational Obstacles
Abstract
The aim of this study is to determine the relationship between destructive leadership behaviors of school administrators and organizational obstacle according to teachers' perceptions. For this purpose, in this study, it has been examined that how often school administrators perform destructive leadership behaviors, the relationship between both destructive leadership and perceived organizational obstacle, and gender of school administrators, type of school, number of staff at school, tenure of teachers, in addition, the extent to which destructive leadership sub-dimensions predict perceived organizational obstacle and the relationship between these two concepts. With the correlational method, this research was conduct-ed with 325 teachers working in pre-school, primary, secondary and high schools in Sakarya. "Destructive Leadership Scale" and "Perceived Organizational Obstruction Scale" were used to collect data. In the research findings, it was determined that the level of performing destructive leadership of school administrators was low and significant difference was found between the destructive leadership and the number of school staff and tenure of teachers. According to the teachers’ perceptions, the level of perceived organizational obstacle was determined to be low, and there was a significant difference between the perceived organizational obstacle and the type of school and the number of staff at school. It was determined that the dimensions of “inadequate leadership skills” and “nepotism (favoritism)” which are destructive leadership sub-dimensions, significantly predict the perceived organizational obstacles, and a high level of positive relationship was found between destructive leadership and perceived organizational obstacle.
Keywords
Leadership , Disruptive leadership , Organizational obstruction
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