All educational institutions are the only types of organizations with both input and output products being human beings. Organizations contain individuals with different values and cultures and the existence of cohesiveness between their interactions. When managers and employees adopt a strong organizational culture in any type of institution creates a form of structure, stability, and results. Schools make use of managerial posts to help utilize both material and human resources effectively. School administrators aim to achieve effective management by maintaining a strong cultural texture while still adapting to expectations of change and renewal in the market and general society (Kalkan et al., 2020). There are, however, problems in the system as there is a lack of enough training of these types of professionals that can assist in enhancing their skills to achieve full potential
Leadership can be defined as the ability that one or more individuals possess to mobilize people and assist them to work together to achieve certain goals and objectives. Leadership requires the person to possess specific characteristic features to motivate people to work towards these goals. Until the 1800s, the term leadership has changed to incorporate other aspects that center on human relationships, organizational structure, leadership styles, and contingency approaches (Cansoy & Parlar, 2017). This situation has led to changes in the way people and organizations approach leadership and other theoretical approaches to leadership. Transformational leadership emphasizes transformational development and human values through inspiring intellectual stimulation, personal importance, and motivation. On the other hand, transactional leadership places importance on organizational achievements (Kalkan et al., 2020). These types of leaders emphasize continuous employee productivity as opposed to transformation and creativity.
School administrators have the duty to create a strong culture at the education institution using basic leadership aspects. Creating cohesiveness in an institution where interacting groups have different values and cultures is difficult but is the main aspect of a sustainable organization. Organizational culture is created variables like socialization, economy, language, rituals, influence, and technology (Kalkan et al., 2020). However, a common organizational culture depends on variables, the presence, and the association of interacting subjects. However, schools have human beings as the central part, making the formation process the most important aspect of its culture. School cultures are also a reflection of the society they surround (Cansoy & Parlar, 2017). Creating a culture in a school organization depends on the school administrator. School administrators do this by setting and implementing objectives and goals according to the values they desire the educational institution to reflect. Acquiring this requires the administrators to display behavior that displays positivity.
School administrators need to take on the transformational leadership approach to establish an efficient and strong organizational culture. School principals are supposed to pay attention to the needs of the institution and the teachers and students, creating a sense of convergence and cohesion (Kalkan et al., 2020). This act helps all those engaged to establish a sense of pride for the school since they feel their importance in the system. Strengthening a school culture can be done through acts like celebrating every success (Cansoy & Parlar, 2017). These celebrations can be either through meetings or ceremonies and making sure to use a common shared language to strengthen the sense of belonging and commitment in the teachers and students. Having the power to change human beings is a quality of good leaders since people’s attitudes and values make up the organization’s culture. School leadership tends to aim at achieving shared goals between the administration and other stakeholders. Goal sharing and a common culture in the institution make it easy to achieve the institution’s vision.
References
Cansoy, R., & Parlar, H. (2017). Examining the relationship between school culture and teacher leadership. International Online Journal of Educational Sciences. https://doi.org/10.15345/iojes.2017.02.001
Kalkan, Ü., Altınay Aksal, F., Altınay Gazi, Z., Atasoy, R., & Dağlı, G. (2020). The relationship between school administrators’ leadership styles, school culture, and organizational image. SAGE Open, 10(1), 215824402090208. https://doi.org/10.1177/2158244020902081
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