The relationship between the influence tactics used by secondary school principals and teachers' organizational trust levels

The aim of this study is to determine the relationship between the influence tactics used by secondary school principals and the organizational trust levels of teachers. A correlational survey model was used in the study. The study universe of the research consisted of 780 secondary school teachers working at public and private secondary schools in the central district of Bolu province in the 2020-2021 academic year, and answers were provided from 432 teachers. As a data collection tool in the research; personal information form to determine the demographic characteristics of teachers, "Influence Tactics Scale" developed by Yukl, Seifert and Chavez (2008) and adapted to Turkish by Gözü (2012) and "Organizational Trust Scale" developed by Yılmaz (2005) were used. Frequency, percentage, Mann Whitney U test, Kruskal Wallis test, Sperman Rho correlation and simple linear regression analysis tests were used in the analysis of the data. According to the result of the research; teachers' perceptions of the influencing tactics used by school principals; It has been concluded that they very rarely use the tactics of personal appeals, exchange, forming a coalition with others, pressure, and they occasionally use the tactics of legitimating, rational persuasion, collaboration, ıngratiation, consulting, ınspirational appeals, apprising. It has been determined that teachers' perceptions of organizational trust are at a moderate level across the scale, with sub-dimensions of sensitivity to employees, trust in managers, openness to innovation and communication environment. Teachers' perceptions of influencing tactics and organizational trust different statistically according to some demographic characteristics. It was observed that there was a moderately significant positive relationship between teachers' perceptions of the Influence Tactics Scale and the Organizational Trust Scale. In addition, it was concluded that influencing tactics significantly predicted organizational trust.