The relationship between transformational leadership and organizational justice (The example of Ağrı)

The aim of this study is to find out the level of relationship between transformational leadership and organizational justice.The study is based on relational and casual research model. In the current study, the subjects were chosen on the basis of maximum variety. The study consists of 350 teachers working in 18 primary schools in Ağrı. In order to find out about the transformational leadership behaviors in the primary schools ?Multifactor Leadership Questionnaire? developed by Bass and Avolio (1995) was administered. In order to find out the organizational justice level of the primary school principals, ?Organizational Justice Questionnaire? developed by Hoy, Tarter and Kottkamp (2004) was administered. In the process of data analysis, arithmetic mean ( ), which is a method of descriptive statistics, standard deviation (s), percentage (%), frequency (f), Pearson Moment correlation analysis and Multiple regression techniques are used.According to the findings of the study, primary school principals do not display transformational leadership behaviors. Majority of the teachers claim to have positive views towards organizational justice. Generally, there is a positive and meaningful relationship between transformational leadership and organizational justice at a high level. The relationship between transactional leadership and organizational justice is positive and meaningful at a medium level. When the impact of transformational leadership and transactional leadership on organizational justice is compared on the basis of their dimension, there is a significiant relationship between organizational justice and sub-dimensious of transformational leadership. Similarly there is a remarkable relationship between sub-dimensious of transactional leadership and organizational justice. According to the results of the regression analysis which was carried out to find out whether transformational and transactional leadership predict organizational justice, the study reveals that idealized influence, inspirational motivation and intellectual stimulation are meaningful predictors of organizational justice. In turn transactional leadership has meaningful predietors for organizational justice.