Trust in principals

Trust is generally considered as the basis of relationships between major school stakeholders and contributes not only to productive attitudes and behaviors but also to the accomplishment of collective goals. The principal is the key person in creating the atmosphere and the conditions conducive to trust in which trust-based relationships among school constituencies can flourish. Specifically, school culture characterized by collegiality, professionalism, and consideration generally leads to higher trust in the principal if consistently supported by trustworthy behaviors of the principal. This brings several benefits to and desirable outcomes for school organizations, employees, and eventually students. Collaborative culture, organizational justice, teacher professionalism, job satisfaction, and organizational citizenship behaviors, with reduced burnout, is by no means an exhaustive list of positive organizational and work-related outcomes. Moreover, trust in the principal plays an essential role in the thorough and smooth implementation of educational changes and better student outcomes. However, trust in the principal is still an underexplored area of research. In addition to reliance on simpler correlational methods and cross-sectional data, which fall short of demonstrating multiple mechanisms that create and sustain trust in the principal, possible moderating roles of school characteristics have not received enough attention. Also, teachers are the primary focus of trust studies whereas parents’ and students’ perspectives have been generally overlooked. Thus, both theoretical and methodological shortcomings call for further studies about trust in the principal in order to provide a more comprehensive understanding across different school settings.


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This study aims at building a theoretical base for continuous change in education and using this base to test the mediating roles of two key contextual variables, knowledge sharing and trust, in the relationship between the distributed leadership perceptions and continuous change behaviours of teachers. Data were collected from 687 public school teachers. The results showed that the combined effect of knowledge sharing and faculty trust in principal mediated the relationship between teachers' distributed le...
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Yurttav, Hakkı; Kondakçı, Yaşar; Department of Educational Sciences (2020)
The purpose of this study is to examine the relationship between school climate, leadership and technology integration of teachers. The variables of the study were classified at three levels as school climate, leadership and technology integration. Within the scope of the study, teacher collaboration, trust in school principal and enabling school structure are the school climate based variables, and technology leadership is the leadership-based variable. The population of the study consists of teachers work...
Personal Factors Predicting College Student Success
Aydin, Gokcen (Ani Publishing and Consulting Company, 2017-01-01)
Purpose: With the changing perspective in modern education systems, success means more than grades and includes emotional, social, cognitive, and academic development. The aim of this study was to investigate the role of personal factors (academic self-efficacy, organization and attention to study, time utilization, classroom communication, stress and emotional components, student involvement with college life) in predicting student success. Method: Three hundred and seventeen college students participated ...
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Different approaches in participatory planning stem from argumentation that stresses a certain model of democracy. While each model promotes participatory conditions, they do not always become reality. The needs of today's communities and the complex political system require a different approach for participatory planning to operate in a democratic way. This paper argues that five conditions are salient and illustrates the empirical consequences of this position by using the experiences of participatory mov...
Citation Formats
M. Zayim Kurtay, Trust in principals. 2020, p. 21.