ANALYZING ASSISTANT PRINCIPAL PERCEPTIONS OF PRINCIPAL’S AUTHENTIC LEADERSHIP SKILLS: IMPLICATIONS FOR TRUST

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dc.contributor.advisorMacNeil, Angus J.
dc.contributor.committeeMemberEmerson, Michael W.
dc.contributor.committeeMemberBusch, Steven D.
dc.contributor.committeeMemberBorneman, Robert C.
dc.creatorMartin, Steve Owen
dc.date.accessioned2016-03-14T02:55:11Z
dc.date.available2016-03-14T02:55:11Z
dc.date.createdDecember 2015
dc.date.issued2015-12
dc.date.updated2016-03-14T02:55:12Z
dc.description.abstractThe principal is a true leader, exercising managerial and organizational leadership functions. The demands on principals have changed and principals “are asked to lead in a new world marked by unprecedented responsibilities, challenges, and managerial opportunities” (Hess & Kelly, 2005, p. 1). Leadership models such as the Transformational Leadership model and the Transactional Leadership model have promise, but seem to fall short of equipping leaders to meet the demands of leadership in this modern era (Avolio & Gardner, 2005). The Authentic Leadership model, however, is distinct from other forms of leadership and is a model that will enhance trust, hope, and optimism (Endrissat, Muller, & Kaudela-Baum, 2007; Avolio, Gardner, Walumbwa, Luthans, & Douglas, 2004). Trust in principals has been shown to have a positive relationship with teacher work engagement and student achievement (Tschannen-Moran & Hot, 2000). This study used a Pearson correlation coefficient to examine the relationship between an assistant principals’ perception of their principal’s level of Authentic Leadership skills (independent variable) and the assistant principals’ perceptions of trust in their principal (dependent variable). The Authentic Leadership Questionnaire (ALQ) was used to rate the assistant principals’ perceptions of their principals’ Authentic Leadership skills and the Workplace Trust Survey (WTS) was used to rate the assistant principals’ level of trust in their principal. A cumulative Authentic Leadership score and the scores of four components of Authentic Leadership (relational transparency, internal moral perspective, balanced processing, and self-awareness) were examined for a relationship with trust. Findings indicated a significant positive relationship between assistant principals’ perceptions of their principal’s Authentic Leadership skills and their levels of trust in their principals. There was also a positive relationship between each of the four components of Authentic Leadership and trust.
dc.description.departmentEducational Leadership and Cultural Studies, Department of
dc.format.digitalOriginborn digital
dc.format.mimetypeapplication/pdf
dc.identifier.urihttp://hdl.handle.net/10657/1274
dc.language.isoeng
dc.rightsThe author of this work is the copyright owner. UH Libraries and the Texas Digital Library have their permission to store and provide access to this work. Further transmission, reproduction, or presentation of this work is prohibited except with permission of the author(s).
dc.subjectPrincipals
dc.subjectAssistant principals
dc.subjectLeaders
dc.subjectOrganizational leadership
dc.subjectLeadership
dc.subjectAuthentic Leadership
dc.subjectTrust in principals
dc.subjectAuthentic Leadership Questionnaire
dc.subjectALQ
dc.subjectWorkplace Trust Survey
dc.subjectRelational transparency
dc.subjectInternal moral perspective
dc.subjectBalanced processing
dc.subjectSelf-awareness
dc.titleANALYZING ASSISTANT PRINCIPAL PERCEPTIONS OF PRINCIPAL’S AUTHENTIC LEADERSHIP SKILLS: IMPLICATIONS FOR TRUST
dc.type.dcmiText
dc.type.genreThesis
thesis.degree.collegeCollege of Education
thesis.degree.departmentEducational Leadership and Cultural Studies, Department of
thesis.degree.disciplineAdministration and Supervision
thesis.degree.grantorUniversity of Houston
thesis.degree.levelDoctoral
thesis.degree.nameDoctor of Education

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