School Administration (مدیریت مدرسه)

The purpose of this research was to evaluate the degree of burnout of elementary school teachers in the cities of Tehran province. In terms of purpose, the research is applied, and in terms of data collection, it is a descriptive survey. The statistical population of the research included elementary school teachers in Tehran province, 1147 of whom were selected as a statistical sample using the multi-stage cluster sampling method. To collect data, Meslach's standardized job burnout questionnaire was used, the content validity of the questionnaires was confirmed by experts and its reliability was estimated based on Cronbach's alpha method of 0.882. Analysis of research data was done in the form of t-test, one-way analysis of variance and t for two independent groups. The findings of the research indicate that the dimensions of emotional exhaustion and personality damage of primary teachers in Tehran cities are at a low/down level in terms of frequency and intensity, and then the feeling of reduced success is at a high/up level in terms of frequency and intensity. In general, the job burnout of elementary teachers in the cities of Tehran province is at a low/down level in terms of frequency and intensity. Therefore, it is suggested to take necessary measures to create a happy and suitable environment for teachers' activities and improve their mental security, along with planning leisure time and advanced methods of dealing with job stressors.

In the literature of school leadership, two perspectives often conflict. The first is a rational perspective that focuses on the truth-seeking and truth-accepting nature of humans, while the second is a political perspective based on the premise that different groups within a school have varied interests and desires, which they pursue through power struggles. This research aimed to examine these two perspectives in schools to determine which can explain the mechanisms of the school. To achieve this goal, an explanatory mixed-methods strategy was employed. In the first phase of the research, quantitative data were collected to compare and measure the effectiveness of school principals in regular and gifted schools in Kashan. For this purpose, one exemplary school and eight public (regular) schools were selected using stratified sampling. The quantitative data collection tool was Parsons' standard questionnaire for school management effectiveness. The results of the quantitative phase indicated that the management of exemplary schools was more effective than that of public schools. In the second phase, a phenomenological strategy was used to explore whether public school principals accepted that these findings could be utilized in educational policy-making. In this section, eight public school principals were selected and interviewed. The results showed that none of the public school principals, contrary to the assumptions of the rational perspective, accepted these findings, and they employed various political strategies to defend their performance. These findings suggest that the political perspective can explain many realities of school management.

This study aims to represent how a primary school principal evolved into an effective educational leadership, focusing on their personal and professional background along with the distinctive features of the school and local community. A qualitative approach and narrative inquiry method were used. Initially, in-depth and semi-structured interviews lasting 12 hours were conducted with the principal. Data analysis was performed using Lichman’s model (2013). To validate the narratives, in-depth and semi-structured interviews were conducted with five teachers who had worked under the principal's management and were selected through purposive (criterion-based) sampling. Additionally, self-reflection notes were prepared during the research process. The principal's journey towards efficiency was divided into four episodes: the character formation period, facing discrimination, conflicts and grief, building professional identity, and role modeling. According to the data analysis results, themes of encountering discrimination, economic poverty, and the local community's perception of disadvantaged schools were continuously repeated in the principal's narratives. Based on the narratives, three strategies - managing interactions, continuous professional development, and vision setting - played a crucial role in the principal's evolution towards efficiency. According to the findings, it is recommended that principals of high-poverty schools address teachers' educational deficiencies in the form of suggestions and gradually increase delegation of authority and trust in their measures to ensure improved performance quality. In addition, the principal, by requiring teachers to daily note the challenges and issues faced by students and to identify major and common challenges, aimed to prioritize these challenges and take necessary actions.

Today, the success of organizations and institutions requires effective and efficient management; among them, management in education and schools, as the formal institutions of education, holds a special place. The effectiveness of educational management on the one hand, and the ability to monitor the activities of principals on the other, necessitate access to performance standards in this area. Given the lack of a formulated standard for school principals and the significance and status of high schools, the aim of this research is to identify the performance standards for high school principals. The research method is grounded theory, and the data collection tool is a semi-structured interview. The statistical population includes all male high school principals in the districts of Mashhad. Ten prominent principals were purposefully selected as a sample using the snowball method. After open coding the transcribed interviews and axial coding, 27 components of the performance standards for school principals were identified. Finally, with categorization, these components were classified into five dimensions: human relations, managerial tasks, principals' vision and attitude, school growth and progress, and principals' personal needs. The importance of human relations in high school management was defined as the main category, and other components were defined in relation to it. Ultimately, a model of performance standards for high school principals was obtained.

Despite the importance of continuous professional development for schools principals, researches show that their professional development approaches need to be review and move towards programs based on collective learning. Therefore, the main goal of this research was to provide a model for professional learning communities of elementary school principals. The present study was conducted using the qualitative research method of grounded theory and interviews with a targeted sample, including 29 key informants (15 university professors and 14 school principals) with relevant research records. The interviews were analyzed using the coding methods of Strauss and Corbin (1998). Four criteria of data authenticity, transferability, reliability and verifiability were used to check the validity of the data. After conducting interviews and open, axial and selective coding; The research results showed 18 general selection codes including causal conditions (collective learning culture; feeling the need for collective learning; leadership and management styles), contextual conditions (dynamic and flexible organizational structure; infrastructures and facilities; empathy and common goals; Encouraging principals towards learning communities), intervening conditions (teaching soft skills; suitable time and place for meetings related to communities; management knowledge; correct plan and program), central phenomenon (professional learning communities), Strategies for developing professional learning communities (suitable work space; professional learning; the existence of a supportive policy for learning communities; modeling of the experiences of successful schools) and consequences (organizational consequences; student success; professional development of teachers) that reflected the pattern of professional learning communities of primary school principals and the relationships between its different dimensions.

The present research had a dual objective: first, to identify the components for organizational Development within the structure of the education system in Iran, and second, to propose a model for organizational transformation in the same context. To this end, a qualitative and interpretive approach was employed using grounded theory methodology. Data were collected through a semi-structured interview protocol. The research field included education specialists, from whom 22 individuals were invited for interviews through snowball sampling until theoretical saturation was reached. The transcripts of the interviews were analyzed after being transcribed into written text, using the three-stage systematic coding model of Strauss and Corbin (open, axial, and selective coding). The findings indicated that the main and effective components in the structural transformation of education encompassed the following 11 axial codes: management style, authority and division of tasks, formality, job satisfaction, professionalism, religious value system, justice, supervision and evaluation, management and planning, human resources, and educational budget. The results of the research showed that, considering the importance of transformation in the structure of the education system and the various problems and obstacles identified by education elites regarding structural transformation, attention should be paid to the aforementioned identified components and the proposed model of the research to facilitate change

The current research aimed to investigate and identify the methods of solving the shortage of teachers and the provision and professional development of teachers. The research method used was descriptive and qualitative content analysis. The statistical population included deputy heads of departments, principals and deputy heads of schools, and researchers in this field. Fourteen people were selected as a statistical sample by snowball sampling. A semi-structured interview method was used. Based on the research findings, five key codes, nine core codes, and 54 codes were identified. In the category of policies and interventions, respectively, revision of courses, removal of non-harmful subjects and titles by 13%; in the category of human resources, reduction of the number of support and administrative forces by 15%; in the category of community interaction and cooperation, upgrading the position of the teacher in society with 37.5% and in the category of recruitment strategies, hiring elite and efficient managers at all management levels with 23% and in the category of incentives and financial support for salary reform Teachers and coordinated payment system had the highest frequency with 20%. As a result, to solve the teacher shortage problem, attention should be paid to multidimensional solutions.

This research was carried out with the aim of designing the succession model of education superintendents. The strategy of this qualitative research was carried out using the grounded theory. The participants include superintendents and vice-presidents of education departments in Uramanat regions of Kermanshah province, 18 people were selected as a sample with the purposeful sampling method. The data collection tool in this research was a semi-structured interview, and by using a systematic method from the data theory method of the foundation, the factors affecting the succession of superintendents were identified It was checked and confirmed using the methods of retest reliability and reliability of two coders. Qualitative data obtained during three stages of coding analysis and the effective factors of managerial succession and relationships between them were obtained. The results show 16 general categories including the causal factors of legislation, support and succession training, background factors of bureaucracy, improvement of appointments, budget allocation, service compensation, hiring methods, intermediary factors, politicization and social conditions, the central category of succession administrators, succession strategies, talent management and delegation authority and consequences (positive consequences and negative consequences).