rasoul saedi; Mahmoud Taajobi; habib ghadermarzi
Abstract
This study aims to explore the lived experiences of educational leaders regarding the implementation of educational supervision in elementary schools in Kamyaran, Iran, and the associated challenges. Employing a qualitative approach within a hermeneutic and participatory paradigm, the study utilized ...
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This study aims to explore the lived experiences of educational leaders regarding the implementation of educational supervision in elementary schools in Kamyaran, Iran, and the associated challenges. Employing a qualitative approach within a hermeneutic and participatory paradigm, the study utilized interpretive phenomenological analysis. Ten elementary school educational leaders from Kamyaran (Kurdistan Province) were purposefully selected based on extensive professional experience, outstanding job performance, and participation in educational supervision workshops. Data collection continued until saturation was reached. The findings revealed three main models of educational supervision and guidance: scientific supervision model (offering solutions, clarifying expectations for teachers, raising awareness, and promoting professionalism), trust-based supervision model (providing teacher support, building trust, and ensuring job security), and self-reflective supervision model (enhancing students' academic achievement, addressing educational challenges, improving teaching-learning processes, and fostering a sense of value and being purposeful). Key challenges identified include: structural challenges (insufficient salaries and benefits, centralized organizational structures, and predefined goals), motivational challenges (traditional attitudes toward supervision and guidance, and student dropout), scientific challenges (limited knowledge of educational leaders, appointment-based selection processes, and one-dimensional perspectives), and insight-related challenges (lack of belief in the importance of educational supervision, superficial understanding of its role, and lack of change understanding).
Mahmoud Taajobi; Mohsen Ahmadi; Parvaneh Mohammadi
Abstract
Innovation has been the basis of the development and sustainability of social systems, and achieving innovation requires innovative behavior. Among the different types of leadership and decision-making styles, their relative and different effects in creating innovative behavior, shared leadership and ...
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Innovation has been the basis of the development and sustainability of social systems, and achieving innovation requires innovative behavior. Among the different types of leadership and decision-making styles, their relative and different effects in creating innovative behavior, shared leadership and strategic decision-making also play a key role in the occurrence of such behaviors. Therefore, this research was conducted with the aim of investigating the effect of share leadership on innovative behavior with the mediating role of strategic decision making. Descriptive-correlation research method was structural equation modeling. The statistical population of the research included all the primary school teachers of two districts of Kermanshah in the number of 1150 people, using stratified random sampling method, 291 teachers were selected for the study. Standard questionnaires of shared leadership, strategic decision-making and innovative behavior were used to collect research data. Cronbach's alpha tests and confirmatory factor analysis were used to determine the reliability and validity of the questionnaires. Research data after collection were analyzed using Pearson correlation coefficient and structural equation model in Lisrel and SPSS statistical software. The obtained results showed that shared leadership does not have a direct and meaningful effect on innovative behavior(0/48), but shared leadership has a direct and meaningful effect on strategic decision-making(0/73), and strategic decision-making has a direct and meaningful effect on innovative behavior(0/57), and finally, shared leadership has a mediating role in strategic decision-making. It has an indirect, positive and significant effect on innovative behavior.