Purpose. The purpose of this qualitative case study was to explore how superintendent transformational leadership behaviors and actions, as aligned with Kouzes and Posner’s (2017) 5 practices of exemplary leadership, play a role in principals’ job satisfaction from the perspective of successful superintendents.
Methodology. A qualitative case study was used to explore the following research questions: How do superintendent transformational leadership behaviors positively influence the job satisfaction of principals? What strategies or actions by superintendents as transformational leaders most affect the work of principals? Data were collected through a semistructured interview and a public district document review. Purposeful sampling was used to identify 5 current, successful superintendents. The researcher used an interview protocol to ensure reliability for the study. To assure accuracy of the findings, member checking was conducted with participants and peer reviewers were utilized during the development of the instrument and data collection (Creswell, 2018; Merriam, 1995; Miles, Huberman, & Saldana, 2020).
Findings and Conclusions. Fifteen themes emerged with regard to superintendent transformational leadership behaviors and actions that positively influence the job satisfaction of principals: (a) be overt about values in daily actions; (b) be visible and accessible; (c) be consistent; (d) collaborate visioning within a framework; (e) align principal autonomy; (f) communicate, communicate, communicate; (g) encourage principal initiatives; (h) communicate strategically, (i) listen, learn, and manage success; (j) share competencies; (k) share leadership; (l) show caring; (m) use public forums for praise; (n) give one-on-one praise; and (o) connect on a heart level. Three themes emerged with regard to superintendent transformational leadership strategies or actions that most affect the work of principals: (p) be clear about expectations and purpose, (q) be very accessible, and (r) provide strong support. Existing transformational leadership and job satisfaction literature supports nearly all the themes found in this study with a new element to include (q) be very accessible. This new finding is indirectly supported by research in other areas.
Recommendation. Future research should measure the elements of this study to ascertain which one has the highest level of relationship to principal job satisfaction. This study has direct implications for superintendent and principal transformational leadership development programs with specific focus on challenge the process, enable others to act, and inspire a shared vision. This study’s findings add the element be very accessible to the contexts of transformational leadership and job satisfaction literature while enriching transformational leadership curriculum and areas of practice for superintendents.
|Advisor:||Haque, M. D.|
|Commitee:||Singh, Candace, Ceminsky, Stephanie|
|School:||University of La Verne|
|Department:||LaFetra College of Education|
|School Location:||United States -- California|
|Source:||DAI-A 81/9(E), Dissertation Abstracts International|
|Subjects:||Educational leadership, Organizational behavior, Educational administration|
|Keywords:||Five practices of exemplary leadership, Job satisfaction, Principals, Superintendents, Superintendent leadership, Transformational leadership|
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