Relation of Principal Transformational Leadership to School Staff Job Satisfaction, Staff Turnover, and School Performance.

By J. Griffith. 2004

535 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Education

View Paper: https://www.semanticscholar.org/paper/e38d36dd1db7594dd7ac44bf681e7e6a57b8e54c

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In Developmental and Educational Psychology

In Education

Citations in the corpus

The Influence of Organizational Commitment on Omani Public Employees’ Work Performance (2017, background): “Work Performance Work performance is the whole objectives that achieved by a certain employee (Griffin, 2004).”
The relationship between transformational leadership, perceived leader effectiveness and teachers’ job satisfaction (2014, background): “There is evidence to suggest that transformational leadership has a positive effect on specific educational outcomes ranging from leader effectiveness to teachers’ job satisfaction and student achievement (see, e.g. Eyal and Roth, 2011; Griffith, 2004; Koh et al., 1995; Leithwood and Jantzi, 2006; L”
Job satisfaction of teachers and their principals in relation to climate and student achievement. (2020, background): “This is important as research has shown that the principal plays an important role in the formation of teacher job satisfaction (Griffith, 2004) and early career teacher attrition (Gallant & Riley, 2014, 2017).”
How Much Do School Principals Matter When It Comes to Teacher Working Conditions? (2017, unknown): “…case studies, observational analyses, and descriptive survey results (Dworkin, Haney, Dworkin, & Telschow, 1990; Fimian, Pierson, & McHardy, 1986; Griffith, 2004; Hipp, 1997; National Center for Education Statistics, 1997; Richardson, Cassanova, Placier, & Guilfoyle, 1989; Shann, 1998; Whaley,…”
Teacher job satisfaction by principal support and teacher cooperation: Results from the Schools and Staffing Survey (2019, background): “…literature, when there are strong levels of principal support and teacher cooperation within a school, there are higher levels of job satisfaction (Brown & Wynn, 2009; Durksen et al., 2017; Griffith, 2004; Grissom, 2011; Leithwood et al., 1998; Moir, 2009; Petzko, 2004; Vangrieken et al., 2015).”
Leadership Style and Job Satisfaction in Higher Education Institutions. (2016, background): “According to Griffith (2004), leadership has direct impact on job satisfaction, job satisfaction then directly effects staff turnover and school achievement progress.”
Teacher retention in international schools: The key role of school leadership (2010, background): “Since, as indicated in this study, teacher retention is contingent on the leadership of school heads, and teacher retention is a significant predictor of student achievement (Connors-Krikorian, 2005; Griffith, 2004), focusing on leadership training and preparation for school heads that includes lead”
Key Stakeholders' Perceptions of Effective School Leadership (2012, background): “Teachers’ perceptions and expectations of a school leader were consistent with the findings in the literature (Griffth, 2004; Dinham, 2005; Pashiardis, 2005).”
Transformational leadership and job satisfaction: the moderating effect of contingent reward (2018, background): “…and job satisfaction have attracted a lot of research interests (Bass and Avolio, 1993; Boehnke et al., 2003; Chang and Lee, 2007; Fernandez, 2008; Griffith, 2004; Hanaysha et al., 2012; The moderating effect of contingent reward D ow nl oa de d by U ni ve rs ity o f Sy dn ey L ib ra ry A t 1…”
The Impact of Leadership on Student Outcomes: An Analysis of the Differential Effects of Leadership Types (2008, background): “…leadership effect size statistics reported in Table 1, 10 fell in the range that we interpret as weak to small impact.2 The remaining study by Griffith (2004), which examined principal leadership in 117 U.S. elementary schools, showed that principals had a moderate to large indirect effect…”
Principals in schools with a positive school culture (2008, background): “A transformational leader is able to influence teachers’ behaviour and attitudes by inspiring them, by individualised consideration and by providing intellectual stimulation (Griffith 2003; Koh, Steers and Terborg 1995; Leithwood and Jantzi 1999).”
Organizational Citizenship Behavior Role in Mediating the Effect of Transformational Leadership, Job Satisfaction on Employee Performance: Studies in PT Bank Syariah Mandiri Malang East Java (2013, background): “…a positive and significant relationship between transformational leadership and performance (Senthamil & P. Palanichamy, 2011; Bycio et al., 1995; Griffith, 2004; Dionn et al., 2004; Brown Willem et al., 2006), but other research result states there is no relationship between transformational…”