Etik ve Etik Dışı Liderliğe İlişkin Öğretmen Görüşleri: Fenomenolojik Bir Araştırma

Bu çalışmanın amacı öğretmenlerin etik ve etik dışı liderliğe ilişkin görüşlerini ortaya koymaktır.Çalışmada nitel araştırma desenlerinden fenomenoloji deseni kullanılmıştır. Örneklem türü ola rak amaçlı örnekleme yöntemi seçilmiştir. Veri toplama yöntemi olarak görüşmeden yararlanılmışolup bu doğrultuda 20 öğretmenle görüşme yapılmıştır. Yapılan görüşmelerden elde edilen verileriçerik analizine tabi tutulmuştur. Öğretmenler ahlaki kişiliğe sahip yöneticileri etik liderler olaraktanımlamaktadırlar. Okul yöneticilerinin etik dışı lider davranışlarını en çok meslektaş ilişkilerindeyaptıkları tespit edilmiştir. Etik dışı liderlerin dikkat çeken bir diğer özelliği ise etik dışı davranış ları çalışanlar arasında özendirmeleri ve etik dışılığı kurum kültürünün parçasına dönüştürmedeön ayak olmalarıdır. Etik dışı liderliğin ortaya çıkmasına etki eden davranışlar herhangi bir engellekarşılaşmadıklarında veya örgütsel çevre tarafından desteklendiklerinde kurumsallaşma eğilimin de olduğu söylenebilir. Yöneticilerin ahlaki kişilik ve ahlaki yöneticilik özelliklerinin birbirini nasıletkilediği konusu üzerinde araştırmalar yapılabilir.

Teachers’ Opinions on Ethical and Unethical Leadership:A Phenomenological Research

This study aims to reveal teachers’ opinions regarding ethical and unethical leadership. A phenomenological research design was used in the study. Purposeful sampling technique was used to determine the study group. Interviews were conducted with 20 teachers to collect data. A content analysis was conducted to analyze the data. According to the findings, teachers defined administrators with moral personality as ethical leaders. It was also found that school administrators mostly displayed unethical leadership behaviors in co-worker relationships. Another characteristic of unethical leaders was their promoting unethical behaviors among co-workers and taking the lead in turning unethicality as a part of school culture. It is argued that behaviors leading to the emergence of unethical leadership tend to institutionalize if they do not meet with an obstacle or are supported by organizational environment. It was recommended that further research focus on how moral person and moral manager components of ethical leadership affect each other.

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