SAGE Journal Articles
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Journal Article 1: Orphanos, S., & Orr, M. T. (2014). Learning leadership matters: The influence of innovative school leadership preparation on teachers’ experiences and outcomes. Educational Management Administration & Leadership, 42, 680–700.
Abstract: School leadership has been shown to exert a positive but mostly indirect influence on school and student outcomes. Currently, there is great interest in how quality leadership preparation is related to leadership practice and improved teacher outcomes. The purpose of the study was to understand the moderating influence of leadership preparation on leadership practices and teachers’ job collaboration, leadership and satisfaction. The study features a non-experimental design that combined data from a US study of exemplary leadership preparation and a nationally representative sample of elementary school principals. The sample consists of 175 teachers whose principals were prepared in an exemplary leadership program and 589 teachers whose principals were traditionally prepared. Data were analyzed with structural equation techniques and results have shown that innovative leadership preparation exerts a statistically significant direct effect on principalship leadership practices and a significant indirect effect on teacher collaboration and satisfaction. The results provide important policy implications. Investments in leadership preparation influences leadership practices that yield more positive teacher work conditions, which are essential for improve student learning and as a result leadership preparation program design and improvement can play an important role in district reform and school improvement.
Journal Article 2: Bienefeld, N., & Grote, G. (2014). Shared leadership in multi-team systems: How cockpit and cabin crews lead each other to safety. Human Factors: The Journal of Human Factors and Ergonomics Society, 56, 270–286. doi:10.1177/0018720813488137
Abstract: In this study, we aimed to examine the effect of shared leadership within and across teams in multiteam systems (MTS) on team goal attainment and MTS success. The results indicate that in general, shared leadership positively relates to team goal attainment and MTS success, whereby boundary spanners’ dual leadership role is key.
Journal Article 3: Scherb, C. A., Specht, J. K. P., Loes, J. L., & Reed, D. (2011). Decisional involvement: Staff nurse and nurse manager perceptions. Western Journal of Nursing Research, 33, 161–179.
Abstract: Enhancing involvement in organizational decisions is one strategy to improve the work environment of registered nurses and to increase their recruitment and retention. Little is known about the type of decision making and the level of involvement nurses desire. This was a descriptive study exploring staff nurse and nurse manager ratings of actual and preferred decisional involvement and differences between staff nurses and nurse managers. A sample of 320 RNs from a Midwestern health care network was surveyed using the Decisional Involvement Scale. Nurse managers and staff nurses had statistically significant differences in their perceptions of who was involved in actual decision making in the areas of unit governance and leadership and collaboration or liaison activities. There were statistically significant differences in preferred decisional involvement between staff nurses and nurse managers in the overall DIS scale and the subscales of unit governance and leadership and quality of support staff practice.