Why So Difficult? Exploring Negative Relationships between Educational Leaders: The Role of Trust, Climate, and Efficacy

Autor/inn/en	Daly, Alan J.; Moolenaar, Nienke M.; Liou, Yi-Hwa; Tuytens, Melissa; del Fresno, Miguel
Titel	Why So Difficult? Exploring Negative Relationships between Educational Leaders: The Role of Trust, Climate, and Efficacy
Quelle	In: American Journal of Education, 122 (2015) 1, S.1-38 (38 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0195-6744
DOI	10.1086/683288
Schlagwörter	Role; Trust (Psychology); Social Networks; Network Analysis; Administrator Attitudes; School Districts; Central Office Administrators; School Administration; Principals; Interpersonal Relationship; Individual Characteristics; Accountability; Educational Change; Organizational Climate; Employment Level; Work Experience; Underachievement; Gender Differences; Urban Areas; Self Efficacy; Measures (Individuals); Correlation; Statistical Analysis; Administrator Surveys; Likert Scales; California + Suchen Sie Ihr Suchwort? Rollen; Social network; Soziales Netzwerk; Netzplantechnik; School district; Schulbezirk; Principal; Schulleiter; Interpersonal relation; Interpersonal relations; Interpersonelle Beziehung; Zwischenmenschliche Beziehung; Personality characteristic; Personality traits; Persönlichkeitsmerkmal; Verantwortung; Bildungsreform; Organisationsklima; Beschäftigungsgrad; Employment experience; Job experience; Occupational experience; Berufserfahrung; Performance deficiency; Leistungsschwäche; Geschlechterkonflikt; Urban area; Stadtregion; Self-efficacy; Selbstwirksamkeit; Messdaten; Korrelation; Statistische Analyse; Likert-Skala; Kalifornien
Abstract	Recent work suggests the importance of collaboration among district-office and school leaders. Most studies examine prosocial relationships, but negative social ties, which may be more consequential, are rarely examined. We collected survey data from 78 educational leaders on perceptions of culture and negative relationships and used social-network analysis to examine the likelihood of leaders forming negative relationships. Findings indicate that "senders" of negative ties tended to be district-office leaders, who often reported higher efficacy and perceived less trust, whereas "receivers" of negative ties were more likely to perceive more trust and have been employed in the district longer. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01