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

The 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.

Name thesis:degree_name

Doctor of Education

Level thesis:degree_level

Doctoral

Discipline thesis:degree_discipline

Administration and Supervision

Grantor

University of Houston

Year dc:date.issued

2015

Author dc:creator

• Martin, Steve Owen

Advisor dc:contributor.advisor

• MacNeil, Angus J.

Committee members dc:contributor.committeemember

• Emerson, Michael W.
• Busch, Steven D.
• Borneman, Robert C.

• Principals
• Assistant principals
• Leaders
• Organizational leadership
• Leadership
• Authentic Leadership
• Trust in principals
• Authentic Leadership Questionnaire
• ALQ
• Workplace Trust Survey
• Relational transparency
• Internal moral perspective
• Balanced processing
• Self-awareness

Statement dc:rights

• The 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).

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/10657/1274

OAI identifier oai:identifier

oai:uh-ir.tdl.org:10657/1274