Educational Leadership

Purpose: This study is to provide a model that will promote the role of primary school vice-principals in educational leadership so that their vice-principals move towards the tasks related to education. Methodology: The sample size consisted of 610 principals, vice-principals and teachers, determined by a two-step classification procedure. In this research, Mazandaran Province was divided into three eastern, central and western parts; some cities were selected from each part and then these cities were divided into two or three sections. A number of schools were randomly selected in each section and all principals, vice-principals and teachers were selected as the sample. A two-part questionnaire was used to collect information from vice-principals’ duties. The first part consists of closed questions in two existing and ideal conditions, and the second part includes open questions. Findings: Friedman's ranking and analysis, categorization and quantification of open questions revealed the following components for the vice-principals’ educational leadership model: 1-Creating awareness among principals, vice-principals and teachers about the vice-principals’ duties 2-Preparation of tasks description with the focus of educational affairs and the requirement for its implementation 3-Procurement of short-term university courses and vice-principals’ pre-office training 4-Informing vice-principals about the educational regulations at the national and regional levels 5-Encourage the principals and vice-principals to lead a team and provide the requirement trainings in this field 6-Considering an individual to assist the vice-principals of the school 7-Improving the vice-principals’ livelihoods . Discussion: Applying this model and its components can enhance the vice-principals’ performance and role to a higher level and ultimately improve the performance of schools and the Iranian educational system.

Purpose: The aim of this study was to develop an educational leadership model based on the teachings of Islam. Methodology: The present study was fundamentally-applied and in terms of data collection method, it was a mixed (qualitative-quantitative) exploratory research. The statistical population in the qualitative part of the research was Islamic experts who using purposive sampling method, 12 people were selected as the sample size. In the quantitative part, the statistical population included all principals and deputies of non-governmental schools in Tehran, of which 281 were selected using stepwise cluster random sampling and Cochran’s formula. Data were collected by two methods: information was collected by referring to the Quran, Nahj al-Balaghah, Imam Sajjad’s treatise on law and sufficient principles) and field (researcher-made questionnaire). The validity and reliability of the instrument were evaluated and confirmed in two parts: quantitative and qualitative. The collected data were analyzed in the qualitative part by meta-combined method using MAXQDA coding software and in the quantitative part by confirmatory factor analysis using Lisrel-V8.8 software. Findings: The results showed that among 112 indicators, three dimensions and twelve components are involved in developing a model of educational leadership based on the teachings of Islam, which are: the dimension of religiosity with the components of religiosity and divine help; The dimension of self-balance: the components of self-discipline, wonder-breaking and dignity-enhancing; The dimension of labor relations: components of organizational leadership, responsibility, trust building, heart writing, tolerance, participation, and central justice. Conclusion: The findings also showed that the model had a good fit.

Purpose: Mentoring creates a competitive advantage for the organization in compared to the competing organizations. As a result, the aim of this study was identifying the dimensions of mentoring for school principals of Tehran province. Methodology: This study in terms of purpose was applied and in terms of implementation method was qualitative from type of synthesis research and content analysis. The research population was articles related to mentoring in domestic and foreign valid databases in the 2000 to 2023 years and academic experts and officials with experience in education of Tehran province in the 2021-2022 academic year, which number of 18 articles and 17 experts and officials of education according to the principle of theoretical saturation were selected as a sample with the purposive sampling method. Data were collected by taking notes from articles and semi-structured interviews with academic experts and education officials and were analyzed by using thematic analysis method in MAXQDA-V12 analysis software. Findings: The findings showed that based on the review of articles and interviews with experts and officials, mentoring for school principals of Tehran province had 81 sub-themes in 16 main themes of knowledge, attitude, skill, participation-oriented, focus, organization, support, educational leadership, educational communication, development of inherent skills, development of communication skills, development of technical skills, development of environmental skills, innovative performance, competitive performance and educational performance. Finally, a themes network of mentoring for school principals of Tehran province was drawn. Conclusion: According to the findings of this study, can be taken an effective step in order to implement the school principals mentoring of Tehran province through the realization of the identified sub-themes and main themes.

This research aims to identify the competencies of school principals based on Iranian studies for effective leadership in schools. Therefore, this research has been developed using a qualitative method and using meta-synthesis strategy. Therefore, after checking the keywords of managers' competence in internal databases, 150 types of research were extracted from 2005 to 2020, and finally, 70 types of research were included in the final analysis. The results included 19 primary pre-organizer themes and six secondary pre-organizer themes. Secondary pre-organizer themes include; Individual competencies (with primary pre-organizer themes: personal, professional, and functional), interactive competencies (with primary pre-organizer themes: intra-organizational interactions, extra-organizational interactions, and team building and teamwork), job competencies (with primary pre-organizer themes: career development, human resource management, and job recognition), organizational competencies (with primary pre-organizer themes: leadership, managerial-executive, soft capacity making, organizational effectiveness, and organizational quality), technical-specialized competencies (with primary pre-organizer themes: technological skills and knowledge skills), financial competencies (with primary pre-organizer themes: budgeting, financial management and planning, and financial efficiency and effectiveness). In the end, in addition to the network of themes, a competency model of school principals has also been drawn based on the results

 Despite the attention of many policymakers to the social justice issue, a question can be raised what is the relationship between educational leaders and their social responsibility in the social justice context? Therefore, the current research encompasses the participants' lived experiences of the main essences of educational leadership for social justice to put it in a meaningful context. In the present research with a qualitative approach and a descriptive phenomenology strategy, the potential participants were school principals and experts involved in the education sector of Kermanshah. Among these people, 16 samples were selected by the purposive method and invited to participate in the research. Data were collected using a semi-structured protocol focused on two main and general questions: What have you experienced about leadership for social justice? What situations have affected your experiences of leadership for social justice? The text of interviews was analyzed using the thematic network drawing method (Attride-Stirling, 2001), including three stages of basic, organizing, and inclusive themes. It finally led to a textual and structural description of the experiences and provided an understanding of the participants' common experiences. MAXqda software was used to increase reliability and data management. The results indicated that educational leadership components for the social justice of school principals included six main essences, namely leadership knowledge, professional competence, moral adequacy, cultural capacities, coping strategies, and leadership style. Paying attention to each of these components can effectively promote social justice at schools.

The current research aimed to identify the linchpin components for school principals. In the current study, the researcher used the qualitative method of cornerstone content analysis based on the research objective and problem. The research field was formed by all schools’ principals in Tehran. The purposive sampling method was used to select research participants. To collect data, non-reactive measures (various documents such as articles, books, research results of others, reports, etc.) and semi-structured interviews with key informants were used. At the beginning of the interview, general explanations about the research and its objectives were presented to the interviewee and then the interview was started. The purpose of the researcher conducting these interviews was to identify the development’s linchpin components and their symptoms. The duration of each interview was between 30 and 45 minutes; the ideas raised during the interview process were noted down. Qualitative data were analyzed by using the three-step inductive thematic analysis method of Clarke and Braun (2006). In the inductive thematic analysis where there are logically no pre-defined themes, patterns are revealed during the analysis by placing open codes or similar sub-themes within a main theme. Also, to check the validity of the obtained findings, qualitative validation criteria of "validity" and "reliability" as well as "external audit" were used. The findings showed the 13 components to develop the linchpin components of school principals: network communication; strategic planning; collaborative/interactive/ leadership and management based on collective wisdom; expertise and deep knowledge; critical thinking and problem-solving; creativity and innovation; developmental thinking (self and others); (boundary) breaking structure; ethics/professional ethics; insight and inspiration; acceptance of differences and the uniqueness of humans; generosity and the art of work and emotional connection