Coaching Leadership

The purpose of this study was to investigate relationship between coaching leadership behaviors and burnout (physical and emotional exhaustion, feeling of progression and feeling of unworthy) in male athletes. This was an applied and descriptive study. The statistical population of this research was all male athletes in age range of 18-23 (young). A total of 196 athletes were selected by simple random sampling. The instrument of study included two questionnaires: Raedeke & Smith (2001) Athletes 'Burnout Questionnaire and Chelladurai (1998) Coaching Leadership Report. Their internal consistency with Cronbach's alpha for athletes' burnout questionnaire was 0.765 and leadership behaviors of coaches 0.784. Pearson correlation coefficient and regression analysis and SPSS-22 software were used to investigate the hypotheses. A linear model (structural equation) was used to present the model. According to findings of research, coaches are more likely to use behavioral training and less than arbitrary behavior. There was a significant relationship between behavioral training behavior and all scales (physical exhaustion, feelings of depreciation and reduction of progress), between the authoritarian behavior and physical-emotional exhaustion scales, and feeling of progression reduction in scorpion between democratic behavior and a significant positive correlation scale of progress reduction feeling and bu.

The aim of the study was to investigate the role of school organizational culture on the lean behaviors of elementary school principals by the mediating role of their coaching leadership. The research population was all primary school teachers in Ilam province, from which a sample of 339 teachers was selected using proportional stratified random sampling based on Cochran's formula. This is a quantitative correlational research study through covariance-based structural equation modeling approach. For data collection, Denison's (2000) organizational culture questionnaire; Pilaz Zuborbuhler et al. (2021) coaching leadership questionnaire as well as, the researcher-made questionnaire of lean behaviors of school principals were used. The reliability and validity of the questionnaires were investigated with Cronbach's alpha techniques, content validity ratio, exploratory factor analysis and confirmatory factor analysis. In order to analyze data and test research hypotheses, correlation matrix analysis and structural equation modeling were used with SPSS.v25 and LISREL.v10 software. The results indicated that: 1) the four types of organizational culture (involvement, adaptability, mission and consistency) had a direct, positive and significant effect on the lean behaviors of school principals 2) the four types of organizational culture had an indirect, positive and significant effect on the lean behaviors of school principals through mediating role of their coaching leadership. 3) Four types of organizational culture and coaching leadership of school principals estimated 59% of the variance of their lean behaviors. They were elementary. 4) Among all types of organizational     culture, adaptability culture had the highest effect on principals' lean behaviors

Purpose: The objective of this study is to develop and validate a comprehensive coaching leadership model for elementary school principals. Methodology: This research employed a mixed-methods approach, combining qualitative and quantitative techniques. The qualitative component involved semi-structured interviews with 15 experts in educational leadership to identify key components of the coaching model. The quantitative component included a survey distributed to 353 elementary school principals, with data analyzed using confirmatory factor analysis and structural equation modeling (SEM) through SPSSwin20 and SMART PLS 8 software. The reliability and validity of the questionnaire were confirmed with a Cronbach's alpha of 0.85. Findings: The findings indicate that the proposed coaching leadership model significantly improves principals' competencies in instructional leadership, organizational management, and relationship-building. Confirmatory factor analysis demonstrated strong factor loadings and satisfactory model fit indices (GFI = 0.934, CFI = 0.944, RMSEA = 0.064). The model's effectiveness was further supported by enhanced teacher performance and a positive school climate, corroborating existing research on the benefits of coaching in educational leadership. The study identified key strategies such as professional growth, networking, and organizational support as crucial for effective coaching. Conclusion: The coaching leadership model developed in this study holds significant promise for enhancing the leadership competencies of elementary school principals. By providing personalized support and fostering a culture of continuous improvement, coaching can empower principals to effectively manage school operations, support teacher