The relationship between administrators' ethical leadership with quality of working life from the perspective of teachers

Subject Areas : Journal of Cultural Management

Hamid Shafizadeh ¹ (Associate Professor, Department of Educational Management, Garmsar Branch, Islamic Azad University, Garmsar, Iran (Corresponding Author): [e-mail])
Freshteh Eslami ² (M.A Department of Educational Management)

Received: 2017-08-22 Accepted : 2018-01-29 Published : 2016-11-21

Keywords: Ethical leadership, Teachers, quality of working life,

Abstract :

Introduction and Purpose of the Research: This study aimed to investigate the relationship between between administrators' ethical leadership with quality of working life from the perspective of teachers district 10 in Tehran. Research method: Research into methods of data collection is descriptive and correlational. The population included all male and female teachers Region 10 Education in Tehran in 95-94 school year that includes 625 people. According to Morgan table, a sample of 235 people found that all these people responded to the questionnaire. Simple random sampling method is used. To collect the data, quality of life questionnaire Walton (1988) and ethical leadership Emadi oven (1388) is used that Cronbach's alpha was used for the validation of the quality of working life and Cronbach's alpha for 0/921 and 0/879 respectively administrator of ethical leadership has been achieved. In inferential statistics using Pearson correlation coefficient, t-sample and regression to the survey questions have been answered. Findings: The results showed that from the perspective of teachers, administrators ethical leadership style is a little higher than average but the quality of working life is less than average. In addition, teachers' attitudes towards the morality of his administrators' leadership style has significant positive correlation with the quality of their working life. The results of regression analysis also revealed that among the variables entered into regression model, only the variables in the final model remains reliable, the variable in 31/5 percent of the total variability (QWL) is explained. Conclusion: Managers as educational leaders should be able to discover the abilities and talents of employees through proper and continuous planning and encouraging behavior. These leaders can create new ideas, collaborate learning, increase the atmosphere of understanding, enhance the level of professional knowledge, update the science and ultimately the progress of the school by enhancing the quality of work life among teachers.