The relationship between teachers and organizational dissent of leadership of school administrators

The purpose of this research is to establish the relationship between the leadership styles of the school administrators in the secondary school and the teachers organizational dissent perceptions. The research is in the relational screening model. The universe of the research is composed of 3300 teachers working in secondary schools in Uşak in the academic year of 2014-2015 and 309 teachers. In the research, data on the perceptions of "leadership styles of school administrators" and "organizational dissent" were collected. Analysis of the data was done with SPSS package program. In the analysis of research data; Frequency, percentage, arithmetic mean, standard deviation values are calculated. Subsequently, the unrelated t-test was subjected to anova, correlation and simple linear regression analysis. According to the results of the research, the leadership style most used by the school administrators is the transformational leadership style; It is understood that the least leadership style is the authoritarian leadership style. Teachers' views of school administrators on leadership styles differ from their genders in terms of their professional durables, their work differs according to the number of teachers in the school and the duration of study at the same school. According to the survey, teachers' organizational dissent is moderate. Teachers are more likely to whistle blowing in the style of organizational dissent than upward and lateral dissent. Perceived levels of organizational dissent and dissent patterns do not differ according to the gender of the teachers, the number of teachers working at the school, and the length of working time at the same school. According to their professional seniority, teacher views differ according to the reasons and forms of organizational dissent. There was a significant positive correlation between teachers 'level of organizational dissent to whistle blowing, upward and lateral dissent, and school administrators' perceptions of authoritarian leadership style. However, no significant correlation was found between school administrators' perceptions of democratic, transformational, liberal and interactionist leadership styles. Finally, in the survey, some of the leadership styles of school administrators have come to the conclusion that teachers are able to predict dissent behavior.