Journals / Van Yüzüncü Yıl Üniversitesi Eğitim Fakültesi Dergisi / 2026 / Cilt: 23 Sayı: 1

From Leadership to Attractiveness: Examining the Relationship Between Learner Leadership Behaviors and the Organizational Attractiveness of Schools

Liderlikten Çekiciliğe: Öğrenen Liderlik Davranışları ile Okulların Örgütsel Cazibesi Arasındaki İlişkinin İncelenmesi

Halil Karadaş(Mardin Artuklu Üniversitesi/Sağlık Bilimleri Fakültesi/ Çocuk Gelişimi Programı)0000-0003-0855-3702
Barış Emre Güven(Mardin Artuklu Üniversitesi)0009-0004-1542-134X
Pages
275–291
Publication Date
2026-04-24
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

When examining the sub-dimensions of the learning leadership scale, it was found that teachers’ perceptions were highest in the sub-dimensions of visionary leadership (3.70), team spirit (3.45), and mastery (3.44), and lowest in the sub-dimension of supportiveness (3.38).

📌 3 Key Takeaways

🎯
Objective & Hypothesis:This study was conducted using a correlational survey model to examine the relationship between school principals’ learning leadership behaviors and the organizational attractiveness of schools.
📊
Key Findings & Data:Participants consisted of 625 teachers selected from the central districts of Diyarbakir.
💡
Conclusion & Impact:When examining the sub-dimensions of the learning leadership scale, it was found that teachers’ perceptions were highest in the sub-dimensions of visionary leadership (3.70), team spirit (3.45), and mastery (3.44), and lowest in the sub-dimension of supportiveness (3.38).
🔬Design:Survey & Empirical Study
📍Scope:Comprehensive Sample
⚙️Variables:: Öğrenen Liderlik · Okul Müdürü · Okul

Abstract

This study was conducted using a correlational survey model to examine the relationship between school principals’ learning leadership behaviors and the organizational attractiveness of schools. Participants consisted of 625 teachers selected from the central districts of Diyarbakir. The learning leadership scale and the organizational attractiveness scale were used as data collection tools. The results of the study revealed that perceptions of the learning leadership scale and the organizational attractiveness scale were high. When examining the sub-dimensions of the learning leadership scale, it was found that teachers’ perceptions were highest in the sub-dimensions of visionary leadership (3.70), team spirit (3.45), and mastery (3.44), and lowest in the sub-dimension of supportiveness (3.38). In particular, the fact that the supportive dimension was found to be at a “moderate” level compared to other sub-dimensions led to the conclusion that school administrators’ individual support behaviors towards teachers were insufficient. Participants’ perceptions of the organizational attractiveness scale were found to be at a moderate level. According to the correlation analysis, a positive and moderate relationship was found between learning leadership and organizational attractiveness, and this result was also supported by the regression analysis. This result shows that learning leadership behaviors significantly affect the attractiveness levels of schools.

Özet

Bu araştırma, okul müdürlerinin öğrenen liderlik davranışları ile okulların örgütsel çekiciliği arasındaki ilişkiyi incelemeye dönük ilişkisel tarama modelinde yürütülmüştür. Katılımcılar Diyarbakır merkez ilçelerinde seçilen 625 öğretmenden oluşmaktadır. Veri toplama araçları olarak Öğrenen Liderlik Ölçeği (Karadaş & Konan, 2021) ile Örgütsel Çekicilik Ölçeği (Akman, 2017) kullanılmıştır. Araştırma sonucunda Öğrenen Liderlik Ölçeği ve Örgütsel Çekicilik Ölçeğine ilişkin algıların yüksek düzeyde olduğu tespit edilmiştir. Öğrenen Liderlik Ölçeğinin alt boyutları incelendiğinde, öğretmenlerin algılarının en yüksek vizyonerlik (3.70), takım ruhu (3.45) ve hakimiyet (3.44) alt boyutlarında yoğunlaştığı; en düşük ise destekleyicilik (3.38) alt boyutunda olduğu tespit edilmiştir. Özellikle destekleyicilik boyutunun, diğer alt boyutlara kıyasla “orta” düzeyde tespit edilmesi, okul yöneticilerin öğretmenlere yönelik bireysel destek davranışlarının yetersiz olduğu sonucuna ulaşılmıştır. Örgütsel Çekicilik Ölçeğine ilişkin katılımcıların algılarının orta düzeyde olduğu tespit edilmiştir. Korelasyon analizi soncuna göre öğrenen liderlik ile örgütsel çekicilik arasında pozitif yönlü ve orta düzeyde bir ilişki saptanmış, bu sonuç regresyon analizi sonucuyla da desteklenmiştir. Bu sonuç, öğrenen liderlik davranışlarının, okulların çekicilik düzeylerini anlamlı biçimde etkilediğini göstermektedir.

🔖

Cite This Article

Karadaş, H., Güven, B. E. (2026). From Leadership to Attractiveness: Examining the Relationship Between Learner Leadership Behaviors and the Organizational Attractiveness of Schools. Van Yüzüncü Yıl Üniversitesi Eğitim Fakültesi Dergisi, Cilt: 23 Sayı: 1, 275–291. https://doi.org/10.33711/yyuefd.1790878

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (36)

  1. Akman, Y. (2017). Investigation of the relationship between organisational attractiveness, organisational image and organisational loyalty according to the teachers' opinions [Doctoral thesis]. Hacettepe University.
  2. Akman, Y., & Özdemir, M. (2018). Development of organizational attractiveness scale: The validity and reliability study. Pamukkale University Journal of Social Sciences Institute, (33), 371-380. https://doi.org/10.30794/pausbed.425552
  3. Arar, K., Karadaş, H., & Culha, A. (2025). Exploring the sources of success for refugee students with high academic performance: experiences at two high schools in Southeast Turkey. Journal of Educational Administration and History, 1–17. https://doi.org/10.1080/00220620.2025.2505140
  4. Barut, Y. (2013). School directors' learning leader behaviors according to the perceptions of teachers who work in primary and secondary schools. [Master’s thesis]. Hasan Kalyoncu University.
  5. Berthon, P., Ewing, M., & Hah, L. L. (2005). Captivating company: dimensions of attractiveness in employer branding. International Journal of Advertising, 24(2), 151–172. https://doi.org/10.1080/02650487.2005.11072912
  6. Bingöl, B. (2022). Coorelation between transformational leadership of school principals and organizational attractiveness according to the secondary school teachers'perceptions. [Master’s thesis]. Dokuz Eylül University.
  7. Bozkurt, B., & Taşdemir, S. (2022). Investigation of the relationship between school administrators' instructional leadership behaviors and teachers' perceptions of learning organizations. Journal of Gazi Faculty of Education, 42(2), 1275-1301. https://doi.org/10.17152/gefad.1078572
  8. Büyüköztürk, Ş. (2024). Data handbook for the social sciences. Statistics, research design, SPSS applications, and interpretation. (31st Edition). Pegem Academy.
  9. Cohen, L., Manion, L., & Morrison, K. (2017). Research methods in education (8th ed.). Routledge. https://doi.org/10.4324/9781315456539
  10. Çağırman, M. (2022). The relationship between school principals' leadership styles and the school's synergetic climate and organizational attractiveness. [Master’s thesis]. İnönü University.
  11. Dağlı, A. (2010). Learning leadership behavior of general high school principals. Electronic Journal of Social Sciences, 9(31), 73–87. https://izlik.org/JA56UG73XU
  12. Düzdemir, M. (2024). Examining the relationships between principal support, synergistic climate, organisational attractiveness and job satisfaction: A structural equation modelling. [Master’s thesis]. İnonu University.
  13. Erdoğan, U., Atik, S., & Çağırman, M. (2023). Examining the relationship between the synergetic climate and the organizational attractiveness of schools. E-International Journal of Educational Research, 14 (4), 17-32. https://doi.org/10.19160/e-ijer.1242335
  14. Fırın, S. (2022). Organizational attraction: A theoretical approach. Journal Of Business and Entrepreneurship Research, (1), 13-19. https://izlik.org/JA63TF92PL
  15. Güler, M., & Basım, H. N. (2015). The effect of organizational attraction and corporate reputation on applicants’ intention to join organization. Journal of Human and Work, 2(2), 115-126. https://doi.org/10.18394/iid.88711
  16. Highhouse, S., Lievens, F., & Sinar, E. F. (2003). Measuring attraction to organizations. Educational and Psychological Measurement, 63(6), 986-1001. https://doi.org/10.1177/0013164403258403
  17. Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9(2), 169-180. https://doi.org/10.1037/1089-2680.9.2.169
  18. Karadaş, H., & Konan, N. (2021). Developing the learning leadership scale. Kahramanmaras Sutcu Imam University Journal of Education, 3(1), 93–106. https://izlik.org/JA57ZM82XA
  19. Karadaş, H., Taşdemir, A., & Özdemir, E. (2025). Investigation of the relationship between the servant leadership behavior of school principals and the innovation climate in the school. The Journal of Buca Faculty of Education, (63), 349-366. https://doi.org/10.53444/deubefd.1507816
  20. Karadaş, H., & Ocak, M. (2025). A conceptual and applied analysis of the level 5 leadership. Firat University Journal of Social Sciences, 35(1), 35-50. https://doi.org/10.18069/firatsbed.1470631
  21. Karasar, N. (2024). Scientific research methods (39th Edition). Nobel Publishing.
  22. Lambert, E. G., Hogan, N. L., Barton-Bellessa, S. M., & Jiang, S. (2012). Examining the relationship between supervisor and management trust and job burnout among correctional staff. Criminal Justice and Behavior, 39(7), 938-957. https://doi.org/10.1177/0093854812439192
  23. Leithwood, K., Leonard, L., & Sharratt, L. (1998). Conditions fostering organizational learning in schools. Educational Administration Quarterly, 34(2), 243-276. https://doi.org/10.1177/0013161X98034002005
  24. Leithwood, K., & Jantzi, D. (2006). Transformational school leadership for large-scale reform: effects on students, teachers, and their classroom practices. School Effectiveness and School Improvement, 17(2), 201–227. https://doi.org/10.1080/09243450600565829
  25. Leithwood, K., & Day, C. (2008). The impact of school leadership on pupil outcomes. School Leadership & Management, 28(1), 1–4. https://doi.org/10.1080/13632430701799718
  26. Lievens, F., Van Dam, K., & Anderson, N. (2002). Recent trends and challenges in personnel selection. Personnel review, 31(5), 580-601. https://doi.org/10.1108/00483480210438771
  27. Marquardt, M.J. (2000). Action learning and leadership. The learning organization, 7(5), 233-241. https://doi.org/10.1108/09696470010352990
  28. Örtenblad, A. (2002). A typology of the idea of learning organization. Management Learning, 33(2), 213-230. https://doi.org/10.1177/1350507602332004
  29. Özer, N., & Beycioğlu, K. (2013). Development of a shared leadership scale: validity and reliability studies. Elementary Education Online, 12(1), 2-11.
  30. Senge, P. (1990). Peter Senge and the learning organization. Dimension, 14.
  31. Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. (Vol. 1). New York: Doubleday.
  32. Sever, N. (2020). Analysis of the relationship between the leadership styles of school principals and the organizational attractiveness of schools. [Master’s thesis]. İnönü University.
  33. Şen Demirci, T., & Marşap, A. (2022). The effect of perceived corporate reputation on organizational attraction, organizational identification and emotional labor. Journal of Business Research-Turk, 14(4), 3123–3147. https://doi.org/10.20491/isarder.2022.1553
  34. Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.
  35. Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organization: Lessons in the art and science of systemic change. Jossey-Bass. https://doi.org/10.1002/hrdq.3920060410
  36. Wei, Y.-C., Chang, C.-C., Lin, L.-Y., & Liang, S.-C. (2016). A fit perspective approach in linking corporate image and intention-to-apply. Journal of Business Research, Elsevier, vol. 69(6), pages 2220-2225. https://10.1016/j.jbusres.2015.12.033