Building collaborative structures for teachers’ autonomy and self-efficacy: The mediating role of participative management and learning culture

Jiafang LU, Xinhui JIANG, Huen YU, Dongyu LI

Research output: Contribution to journalArticlespeer-review

25 Citations (Scopus)

Abstract

This study focused on the collaborative structure-building behavior of school principals and examined how such behavior affects teacher empowerment. More important, it tested the mediating effects of participative management and learning culture. By collecting nested data from 104 schools in Hong Kong and adopting multilevel structural equation modeling, we found that teachers’ sense of autonomy and self-efficacy were correlated at the individual level but were independent at the school level. The effect of building collaborative structures on teachers’ self-efficacy was mediated by both participative management and learning culture, whereas the effect on autonomy was mediated by participative management only. The findings contribute to the literature in at least 2 ways. First, the inclusion of both principal leadership and school-level factors provides more refined predications of teacher empowerment. Second, the testing of the theory-grounded hypotheses in an Asian society verifies the validity of certain cultural assertions about this region. Copyright © 2014 Taylor & Francis.
Original languageEnglish
Pages (from-to)240-257
JournalSchool Effectiveness and School Improvement
Volume26
Issue number2
Early online dateFeb 2014
DOIs
Publication statusPublished - 2015

Citation

Lu, J., Jiang, X., Yu, H., & li, D. (2014). Building collaborative structures for teachers’ autonomy and self-efficacy: The mediating role of participative management and learning culture. School Effectiveness and School Improvement, 26(2), 240-257.

Keywords

  • Principal leadership
  • Collaborative structures
  • Autonomy
  • Self-efficacy
  • Mediating variable

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