The Relationship Between School Managers' Management Types And The Social Capital Levels Of Schools
Journal Title: International Journal of the Excellence in Social Sciences - Year 2022, Vol 2, Issue 2
Abstract
The aim of this study is to examine the relationship between school administrators' management style and schools' social capital level. In the research, the management styles of school administrators were handled in three dimensions as "democratic management style, authoritarian management style and irrelevant management style". Relational survey method was used in this study, which was arranged according to the quantitative research design. In the 2021-2022 academic year, a total of 550 teachers, 329 women and 221 men, determined by the disproportionate sampling method in Mersin province, constituted the sample of the research. In the research, the Management Style Scale Displayed by School Administrators and the Social Capital Level Questionnaire of Primary Schools were used. Descriptive analysis, correlation and regression analysis were used in the analysis of the data. As a result of the research, it was determined that there is a high level of relationship between the school administrators' management style and the social capital level of the schools. It has been concluded that there is a high level of relationship between democratic management style and the social capital level of schools, a moderate relationship between authoritarian management style and a very weak relationship with irrelevant management style. According to the research findings, it is understood that the social capital of the schools where the democratic management style is adopted will be quite high. School administrators who have adopted the democratic management style in their schools will provide a more qualified education opportunity and environment by keeping the social capital, which is one of the most important determinants of the effectiveness of the schools, high.
Authors and Affiliations
Nilgün BAKİ, Yasemin YALDIZ SELBİ, Ömer SEYHAN
Keywords
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