An analysis of the relationships among empowering leadership, organizational resilience and self efficacy

The aim of this study was to investigate the relationship between the empowering leadership of school principals and teachers' self-efficacy and organizational resilience. Explanatory sequential design, one of the mixed research methods, was adopted in the study. In this sense, first, the quantitative part of the study was carried out. Quantitative data were collected through the General Self-Efficacy Scale, Empowering Leadership Scale, Organizational Resilience Scale and Personal Information Form. In the qualitative part, data on teachers' self-efficacy, school principals' empowering leadership behaviors and organizational resilience were collected through a semi-structured interview form developed by the researcher to explain and elaborate the quantitative findings. The universe of the quantitative part consisted of teachers working in public primary schools in 5 education regions in the city center of Elazığ in the 2020-2021 academic year. The sample of the study consisted of 385 teachers who voluntarily participated and completed the data collection tools in live with the instructions. Simple random sample method, one of the probabilistic sampling methods, was used in sample selection. Percentage, frequency, mean, independent groups t-test, one-way analysis of variance (ANOVA), simple correlation analysis, multiple linear regression analysis and structural equation model (SEM) were used to analyze the research questions. In the qualitative part, with the criterion sampling, one of the purposive sampling methods was used, and the interviews were conducted with 13 classroom teachers who participated in the quantitative part. Content analysis and descriptive analysis methods were used in the analysis of the qualitative data. The results revealed that teachers' self-efficacy positively predicted organizational resilience. Similarly, school principals' empowering leadership positively predicted teachers' self-efficacy and organizational resilience. In addition, it was found that empowering leadership explained 20% of the variance in teachers' self-efficacy, and that empowering leadership and self-efficacy explained 40% of the variance in organizational resilience, and that self-efficacy had a partial mediating role in the relationship between empowering leadership and organizational resilience. The quantitative findings supported the results of the interviews. As a result of integrating quantitative and qualitative findings in line with mixed method research procedures, it was concluded that both findings were consistent. The findings of this study revealed that the school principals' empowering leadership behaviors are effective in developing teachers' self-efficacy perceptions and the human resource of the organization is important for organizational resilience. In this context, it can be proposed that school principals' empowering leadership behaviors play an important role in managerial and organizational effectiveness.