The Evaluation of Authentic Leadership in terms of Trust in Manager and Schools' Levels of Openness to Change

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dc.contributor.authorKilic, Mehmet Yasar
dc.contributor.authorYavuz, Mustafa
dc.date.accessioned2024-02-23T14:29:42Z
dc.date.available2024-02-23T14:29:42Z
dc.date.issued2021
dc.departmentNEÜen_US
dc.description.abstractThe purpose of this research is to determine the effect of authentic leadership on trust managers openness to change. the research, the convergent parallel method, one of the mixed design methods, was used. Correlational survey model was used in the quantitative part of the research. The qualitative part of the research was carried out in accordance with the case study. The participants of the quantitative part of the research are 668 teachers and the participants of the qualitative part are 18 teachers from 6 primary schools, 6 middle schools and 6 high schools. In the research, it was concluded that the authentic leadership behaviors displayed by school managers affected the trust in manager and the schools' openness to change positively and significantly, and the trust in manager affected the openness to change positively and significantly. In addition, ethical behaviors, being open in relationships, self-awareness, balanced processing and empathy skills ensure trust in the manager. It has been concluded that if the school manager exhibits authentic leadership behaviors, teachers' resistance to change decreases, and individual development, belief in change, sense of responsibility develop, their creativity develops, thus they are open to new ideas and they set new goals. Finally, it has been concluded that the trust in the manager helps teachers to show such behaviors as supporting the change, cooperating for change, complying with the determined vision and the rules and procedures created for change. In accordance with these results, suggestions such as giving seminars and in-service training explaining the effect of authentic leadership behaviors on change and trust have been presented to school managers.en_US
dc.identifier.doi10.14812/cufej.863251
dc.identifier.endpage1068en_US
dc.identifier.issn1302-9967
dc.identifier.issue2en_US
dc.identifier.startpage1033en_US
dc.identifier.urihttps://doi.org/10.14812/cufej.863251
dc.identifier.urihttps://hdl.handle.net/20.500.12452/14830
dc.identifier.volume50en_US
dc.identifier.wosWOS:000714460600017en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.language.isoenen_US
dc.publisherCukurova Univen_US
dc.relation.ispartofCukurova University Faculty Of Education Journalen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectAuthentic Leadershipen_US
dc.subjectTrusten_US
dc.subjectTrust The Manageren_US
dc.subjectChangeen_US
dc.subjectOpenness To Changeen_US
dc.subjectSchoolsen_US
dc.titleThe Evaluation of Authentic Leadership in terms of Trust in Manager and Schools' Levels of Openness to Changeen_US
dc.typeArticleen_US

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