Narges Shariatmadari; Alaedin Etemad Ahari; Asghar Sharifi
Abstract
Purpose: The aim of this research was designing of justice-oriented leadership model in the management of primary schools of Tehran city with a structural equation modeling approach. Methodology: This study in terms of purpose was applied and In terms of implementation method was cross-sectional from ...
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Purpose: The aim of this research was designing of justice-oriented leadership model in the management of primary schools of Tehran city with a structural equation modeling approach. Methodology: This study in terms of purpose was applied and In terms of implementation method was cross-sectional from type of quantitative. The research population was the primary school managers of Tehran city in the 2019-20 academic years with number of 1419 people, which the sample size based on the Cochran's formula was calculated 302 people who were selected by step stratified sampling method with respect to the volume ratio of areas. To collect data were used from researcher-made questionnaire of justice-oriented leadership with 63-item, which the content validity was confirmed by experts opinion and the construct validity was confirmed by exploratory factor analysis and its reliability was confirmed by Cronbach's alpha and combined methods. Data were analyzed by exploratory factor analysis and structural equation modeling in SPSS and PLS software. Findings: The results of exploratory factor analysis showed that justice-oriented leadership has six dimensions of causal conditions (with two components of organizational factors and attitudinal factors), central phenomenon of justice-oriented leadership (with four components of behavioral patterns and moral characteristics, support through two-way communication, strengthening moral behavior and decision making), strategies and actions (with two components of achievement of reward through performance and achievement of goals through reward), intervening conditions (with three components of managers differences, staff differences and managers changes), underlying conditions (with two components of factors encouraging fair behavior and factors threatening fair behavior) and consequences (with three components of school-related outcomes, staff-related outcomes and managers-related outcomes). Also, the results of structural equation modeling showed that the justice-oriented leadership model had a good fit and the components of each dimensions on their respective dimensions and all dimensions on justice-oriented leadership had a significant effect (p < 0.05). Conclusion: According to the findings, planning is essential to use the justice-oriented leadership model to improve school management. As a result, officials and planners can use the justice-oriented leadership model to improve the performance of managers and hold in-service courses for them in the form of workshops.
