The leadership styles of the principals according to teachers' who are working in İzmir province secondary schools perceptions and glass ceiling obstacles that faced by woman teachers

The aim of this study is to develop a measurement tool to be used in the specification of the obstacles related to glass ceiling syndrome in front of the rise of female teachers and to examine the factors that prevent the rise of female teachers with the developed measurement tool according to the perceptions of secondary school teachers; to determine teachers 'perceptions of school principals' leadership styles; to reveal the relationship between glass ceiling barriers and leadership style. The population of the study consists of secondary school teachers working in 25 secondary schools in the central districts of İzmir in 2018-2019 and 422 teachers representing this population. The sample was determined by proportional stratified sampling method. Data collection tools of the study consist of two scales. One of these is the 31-item, proven viable and tried "Glass Ceiling Barriers Encountered by Women Teachers' Management Scale" which was developed to measure the glass ceiling barriers of female teachers. The 36-item "Multifactor Leadership Questionnaire" was used to determine the leadership styles of the school principals. According to the results of the research, the multifactorial leadership sub-dimensions that teachers participate in are leadership-free leadership, interactional leadership and transformational leadership respectively. Teachers' perceptions of school principals' leadership styles did not show a significant difference from the sub-dimensions of the scale according to marital status and branch; On the other hand, there was a significant difference in the interactional leadership sub-dimension according to gender and transformational leadership sub-dimension according to age and professional seniority. The sub-dimension in which teachers participated at the highest level was social factors, and the sub-dimension with the lowest average was individual factors. It was determined that teachers' perceptions about the obstacles faced by women on the way of being a manager did not differ from the sub-dimensions of the scale according to gender, marital status, age, professional seniority and branch. There is a significant difference in social and organizational sub-dimensions according to educational background. It is observed that there is a low negative correlation between individual factors and the laissez-faire leadership style from the glass ceiling sub-dimensions. There is a low positive correlation between transformational leadership and social factors. The same positive low level of relationship is observed between interactive leadership and social and organizational factors. When the average glass ceiling scale is considered, it can be said that there is a low negative relationship between the leadership that gives freedom (r = -, 201). The relationship between the transformational (r=, 287) and interactionist leadership (r=, 084) sub-dimensions and the average of the glass ceiling scale is a positive low level correlation.