Unveiling the associations between principal self-efficacy, openness to change and transformational leadership: the mediating role of well-being

Abstract

PurposeThe current study seeks to explore the links between principal self-efficacy, openness to change, well-being, and transformational leadership. Specifically, we tested a mediated-effects model where principal self-efficacy and openness to change were treated as independent variables, well-being as mediator, and transformational leadership as dependent variable.Design/methodology/approachSurvey data were collected from 351 principals employed in Turkish schools and analysed using confirmatory factor analysis and structural equation modelling.FindingsThe results suggested the direct empirical relationship of principal self-efficacy and openness to change with transformational leadership, and indirect through professional well-being.Originality/valueOur study enriched our understanding of school leadership by elucidating the potential mechanisms that underpin the implementation of transformational leadership practices.