Greek high school teachers' views on principals' duties, activities and skills of effective school principals supporting and improving education

The perceptions of primary education head teachers, deputy head teachers and teachers on the role of deputy head teachers

“…What is more, the present results are consistent with Chan et al (2003), as the deputy head teacher is interested in motivating, developing and empowering teachers by co-structuring the culture of the school. Anastasiou and Papakonstantinou's (2015) findings are in contrast with the present findings as they found that Principals in Greece do not satisfy teachers' expectations in creating a favourable climate of collaboration, teamwork and empowerment. This happens according to them because of their increased administrative duties which need to be limited.…”

“…Deputy head teachers are responsible for important administration issues and have duties that are defined by agreement with the head teacher and the Teacher Association and that derive from the needs and peculiarities of each school unit. This fact renders Anastasiou and Papakonstantinou's (2015) suggestion about expanding head teachers' and deputy head teachers' managerial role by providing them with more managerial autonomy even more significant and urgent.…”

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“…Teachers' expectations for their school leaders exhibited in the present work are in agreement with previously reported views regarding teachers' expectations on the important role of school leaders in creating a working environment that enhance collaboration with the local community (Anastasiou & Papakonstantinou, 2015). Teachers' aspirations can vary according to social and economic variables, all affecting and co-shaping what can be viewed as important (Stewart et al, 2007).…”

The Significant Effect of Leadership and Conflict Management on Job Satisfaction

“…Source: Recalculated and plotted using data from Clark et al,1996. The effect of leadership on job satisfaction can be modulated by a variety of parameters such as personality traits, employees' needs and organizational factors such as working conditions and salary (Bass, 2003;Ismail, et al 2009;Anastasiou, & Papakonstantinou, 2014;Aldridge & Fraser, 2016;Moslehpour et al, 2018;Anastasiou & Garametsi, 2020). In any event, the data reviewed in the present work indicate that leadership correlated well with satisfaction in several professions.…”

“…Employee commitment and satisfaction are affected by several extrinsic and intrinsic parameters, including personality traits, working conditions, social and economic factors and leadership (Anastasiou & Papakonstantinou, 2014;Aga et al, 2016;Anastasiou & Belios, 2020). Relevant research on job satisfaction on several professional sectors (Shann, 1998;Koustelios, 2001;Anastasiou & Papakostantinou, 2014;Zopiatis et al, 2014;García-Chas et al, 2016;Kim, 2018;Jameel & Ahmed, 2019) has identified a variety of 'internal' and 'external' factors that influence employee job satisfaction / dissatisfaction and motivation: (i) individual factors, such as: gender, age, marital status, number of children and work experience; (ii) factors relating to the actual work, autonomy and independence; (iii) organisational factors related to work environment such as: leadership, supervision, support, facilities, infrastructure, organizational culture, participation in decision making, promotion prospects, etc.…”