The relationships between primary school administrators? leadership styles and teachers? job satisfaction

The objective of this study is to show the satisfaction levels of teachers' work can be explained with a demonstration of how much of the leadership styles of school administrators. The research principle is based on reciprocal relationship and causal research model according to descriptive research. The research universe consists of the central districts of Ankara Municipality boundaries that teachers from official primary schools in 2011-2012 academic year. The study sample was selected through stratified sampling. The survey sample group consists of 400 teachers as the samples of research were randomly selected among the primary school teachers who worked in the seven main administrative districts within the border of Ankara Municipality during 2011-2012 academic year. In this research Multifactor Leadership Questionnarie 5-x short (MLQ) rater from Turkish version developed by Bass and Avolio in 1985 was used to determine transformational and transactional leadership styles of primary school administrators. In order to determine the levels of job satisfaction of primary schools teachers, the test developed by Prof. Dr. Ali Balcı was applied. Arithmetic means ( x ), standart deviations (s), percentages (%) and frequencies (f) were calculated and Pearson moments two-tailed correlation coefficient and multiple regression analyze methods used to analyze the data. According to the results of the research, school administrators usually exhibit the transformational leadership styles and primary school teachers get the most satisfaction from interpersonel relationships, the least working conditions compoment of job satisfaction. There are positive and significant correlations between job satisfaction and transformational and transactional leadership styles except for laissez-faire component. There is negative and significant correlation between laissez-faire component of transactional leadership styles and job satisfaction. If we look at the regression relationship between transformational and transactional leadership with job satisfaction; there are positive meanings between job satisfaction and transformational leadership components and contingent reward, management by exception active and management by exception passive components of transactional leadership.