The Relationship between Shared Leadership, Employee Empowerment and Innovativeness in Primary Schools: A Structural Equation Modeling

Abstract

Shared leadership and employee empowerment develop positive feelings in employees towards the organization, the work they do and themselves. These positive emotions create confidence for employees to try new methods and techniques in their work. Employees who approach their work with an innovative mindset will be more beneficial to their organizations and increase their own satisfaction. In this study, the shared leadership, employee empowerment and innovativeness levels of schools, the relationship of these variables with each other and the predictive status were examined according to the perceptions of the teachers. This study is a research in relational survey model. The data of the research were collected in the province of Malatya in November during 2019-2020 academic year. The data were collected through "Shared Leadership", "Employee Empowerment" and "Innovativeness" scales. Correlation analysis and structural equation modeling were used to analyze the data. According to the results of the research, the levels of shared leadership, employee empowerment and innovativeness in primary schools are "partially high". There is a positive, significant and moderate relationship between the school's shared leadership and employee empowerment and teachers' innovativeness. In addition, shared leadership and employee empowerment predict teachers' innovativeness. For this reason, it is considered important to create a school environment where leadership is shared in order to increase the innovativeness of teachers and to support teachers and include them in decision-making processes in order to empower them.

Job Satisfaction and Narimo Ing Pandum Attitudes: A Mixed Method Study

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Can shared leadership stimulate team members’ proactive behaviour? Exploring through the bridge of psychological empowerment

“…For example, Fransen et al (2020) found that shared leadership positively fostered a sense of autonomy, competence, and impact. Similarly, Cobanoglu (2021) demonstrated that shared leadership behaviours, such as delegating authority and encouraging participation, were positively associated with employees' perceptions of empowerment.…”

Shared Leadership and Learning

“…A large number of authors (He et al, 2020;Hoch 2013;Sun et al 2016;Klasmeier & Rowold 2020;Cobanoglu 2021) talk about the high impact of shared leadership on creativity and innovation. This seems to be a very frequent topic, however, the articles view creativity as a process of generating creative solutions and implementing innovations rather than as a skill or competence of individuals and teams.…”