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This study seeks to examine the correlation between teachers' perceived social capital in their schools and their attitudes toward professional collaboration. Adopting a quantitative design, this study follows a relational survey model. The research sample is comprised of 456 teachers currently employed in Istanbul's district of Esenyurt during the second semester of the 2020-2021 academic year. Participants were selected through simple random sampling. Data from the study were obtained using the Scale of Social Capital in Schools developed by Polatcan (2018) and the Scale of Attitude toward Professional Collaboration among Teachers developed by Yilmaz and Çelik (2020). Data were analyzed using SPSS v.22. The analyses reveal that the participant teachers generally perceive moderate amounts of social capital in their schools and they regard professional collaboration in a very positive light. We furthermore found a moderate, positive, and significant correlation (r=0.404) between teachers' perceived social capital in schools and their attitudes toward professional collaboration. Finally, it has been found that the sub-dimensions comprising teachers' perceived social capital in their schools collectively explained 18% of the total variance in their attitudes toward professional collaboration and that two variables--commitment and social interaction bonds--were statistically significant predictors of professional collaboration.

The aim of this research is to evaluate teachers' motivation and curriculum autonomy levels. The research is quantitative and descriptive and designed according to the survey model. The sample of the research consisted of 340 teachers who have been reached by simple random sampling method who have been worked in public primary and secondary schools in Istanbul. Motivation Scale developed by Gagné, Forest, Gilbert, Aube, Morin, and Malorni (2010) and adapted into Turkish by Çevik and Köse (2017) has been used to determine teachers' motivation levels. Teachers' curriculum autonomy levels have been determined with The Teacher Autonomy Scale developed by Yolcu (2019). According to the research results, teachers' motivation and curriculum autonomy levels are high. It has been examined whether the motivation and curriculum autonomy levels of teachers differ significantly according to the variables gender, professional seniority, educational status and the number of projects participated in professional life. It has been found that the levels of motivation differ significantly according to gender and the levels of curriculum autonomy differ according to number of projects participated in professional life. Finally, the research has revealed that there is a medium-level, positive and significant relationship between teachers' motivation and curriculum autonomy levels.

The aim of this study was to determine the relationship between school principals' ethical leadership behaviour and positive climate practices. Research sample consisted of 383 teachers working at schools affiliated to the Ministry of National Education in 2014-2015 academic year. This research was designed according to the relational model. Data was collected by using "Ethical leadership" and "Organizational climate" scales. The results of the research suggested that according to their perceptions, teachers respond to the ethical leadership levels of the school principals at the level of "I disagree" and to the positive climate practices at the level of "I partially agree". It has also been established that female teachers found principals' ethical leadership levels and positive climate practices higher than male teachers. The principals' ethical leadership behaviours and positive climate practices did not show a significant difference in teachers' seniority, age and years working with principal. A high level of significant positive relationship was found between the school principals' ethical leadership levels and positive climate practices. In conclusion, it may be important for positive climate practice at school to raise the levels of ethical leadership behaviour of school principals. This may influence both the academic and social achievement of the students and behaviour of the teachers.