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Organizational culture acts as the mortar that connects the bricks. Every institution has its own unique culture which has been adopted and shared by all employees over the years. As establishment stories, ways of doing business, and communication styles change, culture also adopts itself to these in a way that is specific to that organization. Since there is no single understanding of culture covering all types of institutions, research has focused on classifying the concept of organizational culture according to types and concentrated on situational studies. As in for-profit businesses, culture is also significant in organizations that prioritize social goals. In this research, an academic organization within the realm of public institutions is discussed. The purpose of the article is to reveal the functioning of the elements that make up the organizational culture of the Open Education Faculty in the institution and the types of culture that are seen as dominant in the organization. In the case study, semi-structured interviews were conducted with the managers who have taken important roles in the history of the institution, and the documents containing information about the faculty culture were analyzed. The results of the qualitative content analysis revealed that Anadolu University Open Education Faculty has a strong and established culture, and this contributes to the work done and institutional development. Considering the dominant cultural styles in the institution; it is noteworthy that it started as an effective, collaborative, dynamic and work-based culture. With the institutional growth being experienced over time, the faculty culture has evolved towards a more protective, bureaucratic, and analytical one due to the difficulties in the organizational environment and the risks in the decisions taken. However, considering the scope, structural features, and stakeholder diversity of open education at home and abroad, the faculty still maintains a dynamic, collaborative and developmental cultural style with its ability to coordinate between units, its flexibility to respond to environmental changes, and its efforts to take innovative steps.

To overcome the difficulty and unprecedented suspensions due to the COVID-19 pandemic, every organization is required to consider strategic steps to sustain, one of which is by implementing digital transformation and developing leadership capability. This study aims to determine the impact of digital transformation and leadership capability in maintaining the organization, particularly in distance education. This study used questionnaires distributed to 402 students to obtain their opinions on digital transformation, leadership capability, and organizational resilience in Universitas Terbuka, a founder of distance education institutions in Indonesia. Data were analyzed using descriptive and Higher-Order Structural Equation Modeling analysis. Based on the modelling, it is shown that the modelling had a good value of the Goodness of Fit Indicator through a standardized loading factor (SLF) more than the tolerable loading factor limit (>0.50). The Variance Extracted (VE) and Construct Reliability (CR) values also showed that the questions on every indicator used in this study were sufficiently measurable and reliable. The results of hypothesis testing indicated that there was a positive and significant impact of digital transformation and leadership capability on the organizational resilience of Universitas Terbuka.

Understanding why teachers teach the way they do is important especially in a time of curriculum reforms. Hence, the aim of this research is to unpack the secondary school physical science teachers' beliefs on the purposes and goals of science teaching (PGST) and to check the alignment of their beliefs on PGST with constructivism. A convergent parallel mixed method design was employed. Scale and checklist were used to collect data on the teachers' beliefs. Thematic analysis of semi-structured interviews was used to explore the teachers' implementation of the science curriculum. Results revealed that while teachers agree with the basic tenet of constructivism, their beliefs on the PGST were traditional. Difficulties of implementing their constructivist ideas on teaching and learning reinforced the cultural myths. Length of teaching experience and actual classroom teaching hours were seen as significant factors in the development of beliefs, whereas familiarity of curriculum intentions correlate negatively with the development of constructivist beliefs.

The aim of the study is first to discover if quiet quitting (QQ) act exists among teachers at schools, and then, if there are teachers who are a part of this movement, to disclose the indications of QQ act and the reasons that push them to quiet quit. The study was designed in accordance with the qualitative phenomenology pattern and carried out with 13 teachers selected by the snowball sampling method, which is one of the purposive sampling methods. Semi-structured face-to-face interviews were conducted to collect data and the data was analyzed by content analysis technique. In the light of the analysis, "indications of QQ among teachers" and "reasons for QQ among teachers" themes emerged. The result of the study reveals that teachers are part of the QQ act. Teachers' ending their psychological contract, organizational commitment and belonging are internal indications, while holding back on duties that are outside the job description, not taking on new duties, and not taking responsibility for duties requiring them to spend overtime or outside working hours are external symptoms. As for the reasons, teachers quiet quit because the meaning they attach to their profession is deteriorated and their efforts are rendered worthless because of the financial challenges they experience. Also, due to the precarization they experience stemming from the paid teaching practice and the loss of prestige in the society, teachers quiet quit. Pandemic is among the other reasons that lead teachers to quiet quit. Furthermore, work-life imbalance pushes teachers to question their profession and they regard QQ as a way out of that imbalance. Lastly, low motivation and commitment are regarded as the reasons for QQ among teachers. Accordingly, it is recommended to make the precarization process of the teaching profession visible, to abolish the practice of paid teaching, to regulate teacher salaries below the poverty line, to revise excessive workload causing work-life imbalance, to limit the expectation of being available outside of work hours, and to eliminate the elements that undermine teachers' organizational motivation and commitment.

This study investigates the innovative work behavior (IWB) of marine lecturers, considering work motivation (WM), organizational culture (OC), and soft skill competence (SSC). Data from 145 respondents representing ten higher education polytechnics in Indonesia were analyzed using partial least squares-structural equation modeling (PLS-SEM). Respondents answered 54 Likert-scale questions, revealing that SSC significantly shapes IWB (estimated value: 0.504), primarily through problem-solving ability. However, WM showed no significant impact on IWB, possibly due to non-influential dimensions like science, technology, environment, and society. Incorporating technological developments as moderating variables could enhance this relationship. Notably, SSC and OC exhibit crucial relationships with IWB, highlighting their importance over WM. These findings shed light on the complex dynamics influencing IWB among marine lecturers, emphasizing the significance of SSC and OC in fostering innovation in the maritime education sector.

The exposure of educational institutions to rapid and profound changes due to globalization and the transition to the knowledge society emphasizes the cultivation of individuals who develop universal and critical thinking skills through educational transformation. Synergistic management is an approach that has gained increasing importance in educational management in recent years, highlighting its predictive capacity by contributing to the quality of educational activities. Synergistic management practices enable different elements within organizations to come together to achieve more effective results and are strongly associated with organizational culture and learning processes. The learning processes of organizations foster the development and continuity of intellectual knowledge accumulation by creating awareness in the organizational culture memory. Secondary education institutions are of critical importance in completing students' personality development and preparing them for higher education, underscoring the significance of examining teachers' perceptions of synergistic management, organizational culture, and organizational learning for the development of management and leadership strategies in educational institutions. At the end of the study, it was found that organizational learning and organizational culture (r=0.82, p<0.01) had a high level of statistically significant and positively directed relationship with synergistic management (r=0.83, p<0.01). Additionally, a high level of statistically significant and positively directed relationship was also identified between organizational culture and synergistic management (r=0.76, p<0.01). The results of Cohen's f[superscript 2] analysis for the structural model indicated that the statistical effect sizes of synergistic management on organizational culture (f[superscript 2]=3.081) and organizational learning (f[superscript 2]=12.513) were substantial, demonstrating the significance of the relationships in the model.

This study investigates and identifies the organizational culture of Indonesian schools during COVID-19 through the lens of principals. We collected survey data from 93 applications of the OCAI instrument. Our data analysis results show that Indonesian schools' organizational culture is a unique blend of the four cultural types, with clan and hierarchy culture dominating, followed by adhocracy and, to a lesser extent, market culture. The most commonly ingrained concepts in the culture are job security and internal stability, coordination to ensure the smooth operation of online education, school commitment to innovation in online education, and school management through collaboration and teamwork. Our findings offer insights regarding how the COVID-19 pandemic transformed or changed the organizational culture of schools in Indonesia, which can be used to respond quickly to the "Merdeka Belajar" (Independent Learning) policy and enhance school performance in the post-COVID-19 pandemic.

Utilizing Hersey's (2022) "Rest is Resistance," this article examines the tensions between the culture of higher education, the needs of community, and the ways that antiblackness and intersectionality impact the well-being of students, faculty, staff, and community partners. University of San Francisco's Engage San Francisco initiative is reviewed as a case study to balance the conflicting needs of community partners, students, and staff to maintain accountability to justice and public service while deconstructing toxic work norms in higher education. In opposition to White supremacist work culture, Hersey (2022) proposes that liberation "resides in our deprogramming and tapping into the power of rest and in our ability to be flexible and subversive" (p.16). In alignment with community-engaged values of decolonizing the institution and our minds, community-engaged staff and faculty can embody "Rest is Resistance" to support themselves, students, and community partners without reinforcing inequity and class oppression. Hersey offers a guide to unlearning grind culture, which enables a critical examination of the sacrifices that are asked of staff, faculty, students, and partners, as well as the consequences of those sacrifices.

This study aimed at examining the influence of servant leadership, work ethic, organizational culture, and organizational commitment towards teachers' performance at State Vocational High Schools in Denpasar. This quantitative research was conducted by involving 181 the teachers of state vocational schools in Denpasar. They were selected by using random sampling technique. The data were obtained through survey by using questionnaire as the research instrument. The obtained data were analyzed by using "Structural Equation Modeling" and "Partial Least Squares" (SEM PLS) technique. The results showed that servant leadership, work ethic, organizational culture, and organizational commitment had a positive and significant influence on teachers' performance. In addition, organizational commitment can indirectly mediate the influence of servant leadership, work ethic, and organizational culture on teacher performance. The results of this study could be used as input for school management in improving teacher performance through the development of servant leadership, work ethic, organizational culture, and organizational commitment.

The construction of an organization aims to enhance the performance and versatility of the organization for society. Consequently, as a platform for training human resources, universities have to develop constantly, following the community's insistence. In 2022, the Ministry of Education, Culture, Research, and Technology specified there are 21 state universities with legal entities. The status of a state university with a legal entity presents extensive autonomy in the field of academic, asset, and financial management. Besides, the universities also carry an obligation for university management to develop their institution, which is in accordance with Formal Model of Educational Management by Bush (2011). This model implies that organizations have a hierarchical structure and that predefined goals are pursued using a reasonable way. This study aims to identify the dominant variables for the state university with legal entity development. The method that used in this study is literature review by Tranfield, Denyer, & Smart (2003) with a case analysis involving a number of universities. The analysis results found that the dominant variables in the universities' development included the organization structure, working mechanism or organizational guidelines, the organizational climate and culture, along with the use of technology devices.

This article will review the impact of COVID-19 on the working environment of organisations by critically analysing the following factors: (a) Employee engagement and recruitment; (b) Talent management; and (c) Organisational culture and employees. Communication was identified as an important feature that had to be adapted because of COVID-19. Numerous organisations have developed creative and innovated practices to ensure employee engagement as they begin to experience the impact of COVID-19. The world economy has reduced substantially because of COVID-19. The pandemic changed the way in which work was done. The value and purpose of the performance management systems goes beyond the typical administrative functions such as personnel decisions, salary and promotions, it also provides critical functions that help organisations reach their goals. To embrace the digital world of work and to build new processes it is important for the organisation to adequately invest and prepare the workforce for the incoming changes. As governments all over the world begin to reduce COVID-19 restrictions and people must now start living with the virus, organisations had to also start thinking about what models of work would work best for their business and their employees.

The proposed research aimed to examine abusive leadership and workplace ostracism as predictors of employee silence among school teachers in Sargodha, Pakistan. Studies further tend to examine the moderating role of power distance. Purposive sampling was employed to acquire the data. The research variables were quantified using the Abusive Supervision Scale (Mitchell & Ambrose, 2007), Workplace Exclusion Scale (Hitlan & Noel, 2009), Silence Scale (Van Dyne et al., 2003) and Power Distance Scale (Dorfman & Howell, 1988). Pearson correlation analysis revealed a significant relationship between abusive leadership, workplace ostracism, employee silence, and power distance. Results showed that abusive leadership, ostracism, silence, and power distance have a positive relationship with each other. The findings of linear regression revealed that abusive leadership, ostracism and power distance positively predicted employee silence. Moderation analysis revealed that power distance significantly moderated the relationship of abusive leadership and workplace ostracism with employee silence. The proposed research provides some recommendations and conclusions for future researchers who may be interested in examining the abuse that teachers experience in a high-power-distance culture that compels them to act silently.

Over the course of a two-year curriculum field test study that implemented a curriculum-based professional learning framework, we investigated the factors that influenced teachers' willingness and ability to implement NGSS-aligned, phenomenon-based storylines for teaching the nature of science, evolution, and climate change. Through qualitative data collected from interviews and lesson evaluation surveys from 25 middle and high school science teachers, we identified potential implementation barriers and support structures relating to organizational culture as well as curriculum and instruction at the classroom, school, community, and systemic levels. The data indicate that lack of administrative support, time constraints, difficulty with student sense-making, and mismatched classrooms are the largest barriers to implementation, while curriculum-based professional learning including working through the lessons from a student perspective, peer collaboration, autonomy, and flexibility were the largest predictors of successful implementation. Administrators can play a large role in providing successful supports and removing barriers for teachers implementing NGSS-aligned, phenomenon-based lessons.

Purpose: The present study explores the primary characteristics of employee training practices by way of analysing the employee training policies of the top two companies with the highest sales revenue in Turkey. The primary characteristics of employee training practices are examined within the scope of the corporate employee training activities and the practices to cope with the challenges in the organization of employee training. Methods: Employing qualitative approach, document analysis was conducted within the context of two cases. The two companies with the highest sales revenue in Turkey were selected as cases in the study. The companies were determined through criterion sampling in line with the financial performance based on net sales revenue, stability of financial performance and potential for corporate training policy development criteria. The six years of sustainability and activity reports of the companies were analysed through thematic analysis. The documents were analysed through thematic analysis using open coding. Employee training policies and practices were presented under the sub-themes of personnel training types, subjects of personnel training, training infrastructure, factors considered in the design of training processes and supportive practices for training processes. Findings: Employee training of the companies mostly consists of formal and non-formal training activities designed according to the needs of employees. These training activities aim at both occupational and personal development of the employees. The training activities, which are mostly organized with the use of internal resources, also allow employees to make their own personal development plans. The dominant common aspects of the employee training policies of the companies show that the successful integration of employee training to the career management systems increases the efficiency of training activities. The study results also illustrate that the employee training policies can be strengthened through corporate capacity development activities. Conclusion: Institutionalization of training practices that contribute to workplace learning has an important role in the financial gains of highly competitive organizations. The success of corporate training practices for employees requires both an effective design in terms of content and process and a strong establishment of corporate training infrastructure. The provision of formal and informal learning opportunities structured according to employee needs through a strong corporate training infrastructure and planning the career development of employees based on the outputs of training activities are the indicators of successful company performance. [Note: The page range (1-31) shown on the PDF is incorrect. The correct page range is 1-32.]

The qualifications of faculty members play a crucial role in the success of educational systems. Academics with a high level of organizational citizenship behaviour (OCB) are mostly valued due to the excellent services they offer to their students. This study aims to investigate the impact of faculty members' personality traits on their OCB. Additionally, it examines the moderating role of the perceived university brand in the relation between the two variables. This study is quantitative in nature and the sample includes professors working at seven prestigious Iranian universities. Overall, 422 questionnaires were gathered. By the use of Smart-PLS, the results indicate that academic members with "conscientious," "agreeable" and "openness" personality traits tend to show higher levels of OCB. On the flip side, "neuroticism" negatively predicts academics' OCB. Moreover, this research indicates that "perceived university brand" significantly moderates only the effect of "openness" trait on faculty members' OCB, meaning that professors with "openness to experience" traits who are working at such universities, are more likely to engage in OCB.

Attitudes and behaviors towards work enable teachers to perform organizational roles willingly in the educational process. Teachers who do their jobs with great enthusiasm, passion, and commitment are influential in increasing student success. For this reason, there is a need to investigate the individual and organizational factors that play a role in teachers' work engagement. Previous research has shown that collective teacher efficacy is one of the critical factors that play a role in teachers' work engagement. However, researchers need to sufficiently focus on the holistic effects of collective teacher efficacy, organizational commitment, and work engagement in teacher research. This research aims to investigate a newly developed model that explores the direct and indirect links among collective teacher efficacy, organizational commitment, and work engagement. The study involves 414 teachers working in state primary schools in 12 regions of Türkiye. A mediation analysis was conducted using structural equation modeling to assess the accuracy of the proposed model in this study. The results of the analysis demonstrate that organizational commitment is essential in mediating the relationship between collective teacher efficacy and work engagement. This study contributes significantly to the existing literature by offering valuable insights into the influence of collective teacher efficacy on work engagement among teachers in Türkiye. Specifically, it presents crucial findings regarding the impact of collective teacher efficacy on organizational commitment, highlighting the mediating role of this construct in the relationship between collective teacher efficacy and work engagement.

The paper focuses on the South African Higher Education environment, engaging with men in leadership and their views on areas that have been identified as challenging in women's lived experiences and the advancement of women towards leadership. Men still dominate positions of leadership and as such, hold positional power and influence in transformation towards a more equitable and diverse leadership profile. Research in this area focuses predominantly on the voices of women, yet there is recognition that men should also exercise agency in this regard. Set within a framework of social justice, critical and social realism, the research considers whether men understand women's lived experiences and challenges of institutional culture, often described in gendered terms. It considers their perceptions of women as leaders, inclusive of their notions of leadership. It is an attempt to grapple with women's perpetual challenges in the Higher Education milieu and the globally persistent underlying barriers to women's advancement. A qualitative approach was adopted and six men in leadership positions were interviewed. Responses to open-ended questions, based on areas highlighted in the literature, were analysed using critical discourse analysis. The findings revealed that though men in leadership appeared to understand the challenges experienced by women, the deeper embedded (real) levels of patriarchy and institutional culture and the impact on women's lived experiences were not fully appreciated. The paper concludes that men's advocacy and agency, though not conclusively so, can be major game-changers in institutional culture and patriarchal practices. The appearance of a perpetual cycle of cultural and structural barriers, and a predominance of research on women's experiences of this cycle, led the researcher to engage with men in leadership to ascertain whether they recognise and comprehend this cycle and whether they exercise agency and advocacy in challenging the status quo.

This study aims to explore and compare the experiences of international academics in government-funded research institutes in Korea and Japan and focuses on their integration through primary roles and contributions, reasons to stay, and the challenges they face in their academic and daily lives. Although international academics are critical human resources in academia, their experiences in northeast Asian research institutes, instead of universities, require thorough investigation. Additionally, policy initiatives and projects in these countries tend to emphasize international academics in universities instead of those in research institutes. The study conducted semi-structured interviews between October 2020 and July 2021 with 15 international academics from government-funded research institutes in Korea and Japan. We intend to illuminate their experiences outside of universities and demonstrate that a clear academic role, a (relatively) horizontal organizational culture, and systemic support are the major reasons for their decision to stay and integrate. We also highlight the challenges they face in relation to policy, language, and family issues. International academics help create an internationalized work environment, although they frequently struggle to bridge domestic and international academia. All interviewees were male academics working in the science, technology, engineering, and mathematics fields; thus, further studies are required to explore the experiences of female international academics and those working in other areas and to compare between the academic cultures of universities and research institutes in Korea and Japan.

Positive psychology offers a scientific window onto understanding and enhancing the welfare and growth of university communities, and as well as improving academic performance. This holistic approach is on the rise, yet most research is conducted in Western countries. This situation prevails despite the fact that two-thirds of the world's population live in Asia. This review collated and synthesised published work on applications of positive psychology in higher education conducted in Asia, to describe the current status, explore conceptual perspectives and identify knowledge gaps. A total of 147 articles (157 experimental studies), published since 2000, were included. These were descriptive explorations (12.1%), quantifying associations between positive psychology constructs (62.4%), interventions (19.7%), and psychometric evaluations (5.7%). Key topics were academic leadership, organisational commitment, student engagement and foreign language learning. The thematic framework centered on 'Optimal Functioning', with 'Personal Resources One Can Draw On' and 'How One Interacts With The World' as direct influencing factors, and 'Environment' as an indirect factor. Across the Asian region, positive psychology's major contribution is to identify what types of personal resources are associated with optimal functioning in higher education, but there is little high-quality evidence for intervention benefits, nor a deep understanding of how those resources can be effectively deployed to achieve well-being. As part of the third-wave positive psychology movement, scholars in Asia can play a greater leading role in re-evaluating traditional Western concepts to account for the socio-cultural context in which students and staff are embedded.

In revisiting the Society for Experiential Education's eight principles of good practice, members of the most recent cohort of the SEE fellows program explored the impact of institutional context on experiential education in higher education. Previous research outlines campus and institutional structures where experiential education takes place. Our group leveraged a scholar-practitioner frame and drew on action research methods to explore the experiences of each individual's context and experiential education structure. The findings are organized around four themes and three principles of good practice. Our team's inquiry reveals that experiential education's location and structure within the organization may impact how EE is valued and executed. The findings suggest that within higher education contexts the praxis of experiential education is directly connected to its institutional location, the institutional culture of DEI, its positioning as a value proposition, and the faculty relationships that can support it. The implications of this work showcase areas for consideration when institutionalizing experiential education in higher education and provide an opportunity for institutions to restructure where experiential education is positioned within the institution.

Leadership in Early Childhood Education and Care (ECEC) is changing globally. We investigated ECEC leadership and leaders' interpretations of power and its realization between leaders and followers, a little researched topic in the field. Our theoretical framework consists of ECEC contextual knowledge and prior research attached with Michel Foucault's and Mary Parker Follet's perceptions of power as positive, relational and discursive microphenomenon. Our essay data (N = 46) was written by ECEC center leaders before participating in educational leaders in-service training. The method of analysis was Greimas' actantial analysis (1979), which enabled us to build two actantial models of leaders' perspectives and relation to power. Findings indicate that power is a leader-centered, unstructured and hiding concept needing conscious reframing and integration of positional and non-positional leader roles in the community.

In their nascent stages, charter schools formed under competing ideologies. In academic circles, charter schools were envisioned as pedagogical laboratories that would allow for educator- and community-driven school improvement. In other circles, charter schools emerged as a free-market reform driven by accountability, choice, and growth. Amid the neoliberal accountability era, the latter ideology has emerged as a stronger driving force across the educational landscape, particularly amid the proliferation of Charter Management Organizations (CMOs). Based on real events, a charter school founder struggles to hold onto organizational values while scaling from a small charter school to a large CMO.

Higher education institutions have a key role in forming the specialists of the future. In fulfilling their role there is need for transformational leadership, culture of excellence, and academic leadership development. The purpose of this study is to investigate the link between transformational leadership, shaping a culture of educational excellence, and leadership development, as perceived by tertiary education leaders in the UAE. The qualitative approach is of focus groups, using semi-structured questions, with leaders in academia. The main finding is that in the initial stages of an organization life cycle, leadership development precedes transformational leadership and a culture of excellence. In later stages, leadership development is a mediator of transformational leadership and a culture of excellence. In the mature stages of organization life cycle, the three elements engage in an ongoing spiral and synergistic process.

Background: Previous research identifies organisational culture as one of a number of factors associated with the quality of life outcomes of group home residents' with intellectual and developmental disabilities. This study aims to elaborate on the dimensions of group home culture in settings in England. Method: Participant observations and semi-structured interviews with staff were carried out in two group homes. Field-notes, interview notes and transcripts were analysed using inductive thematic analysis by a researcher naïve to the project and the previous literature. Initial coding was re-examined after sensitisation to theorised models in previous literature to identify the most parsimonious fit. The two settings were rated and compared using a five-point Likert scale for each of the dimensions. Results: The findings describe group home culture across seven dimensions. There were mixed ratings across the different dimensions reflecting inconsistencies in culture that were reflected in staff practice. The challenge in assigning a global rating of culture in group homes, which includes interactions across multiple staff and multiple residents over time, was highlighted. Conclusion: The development of an observational measure of culture is highlighted as potentially helpful in understanding and responding to culture in services for individuals with intellectual and developmental disabilities.

As of August 2022, COVID-19 continues to affect our daily lives in physical, psychological, and financial ways. Many vulnerable individuals are struggling to adapt to returning to work and as a result, employee morale is at risk. In times of crises, empathy is needed in the workplace to support one another, but many leaders and employees may not have a firm grasp of the concept. This article seeks to define empathetic communication and explore the need for prioritizing empathy amid the current post-COVID-19 workplace. Through a literature review of empathy, psychological safety in the workplace, and crisis leadership, the author explains how the development of empathetic communication must be intentional to achieve sustainable change and lead to long-term organizational success. Practical recommendations are provided on how organizations should define empathetic communication, provide training for leaders and employees, and incorporate empathetic communication as a standard of responsibility for every employee to be assessed on a regular basis.

This study explores the interaction of four major factors at the workplace, namely, perceived organizational support, burnout, thriving at work and innovative work behavior, specifically in the setting of the private high schools of Karachi. The study looks at why some instructors in the same organization succeed under trying circumstances such as those engendered by the Covid 19 situation, while others struggle and eventually succumb to burnout. Data consists of responses of 196 teachers, collected through a questionnaire on Likert scale and SPSS is used for analysis. Results show that perceived organizational support has a positive impact on innovative work behavior, whereas burnout is negatively impacts teachers. It has been demonstrated that thriving at work is a powerful mediator.

Bolman and Deal (2017) presented four traditional frames of reference through which the complexity of an organization and its issues can be discerned. They identified the (a) structural, (b) human resources, (c) political, and (d) symbolic frames as the classifications for understanding the challenges in the body of an organization. For the purposes of this article, we, the authors, have defined, summarized, and provided examples of each of the four frames. Furthermore, we developed the idea for and assessed the use of a new frame that accounts for a less tangible but critical element of an organization's essence. We discuss the eudemonia frame as one that people use to understand the perceived harmonious synergy of an organization and its relation to many critical components. The proposed new frame serves as a grounding force enabling anyone utilizing the four frames to recenter and refocus their interpretation of a complex issue in an organization's core. It serves as an additional lens through which organization members may calibrate thoughts and analysis to ensure a greater level of synergy between the perception of the individuals and the overall well-being of the organization as its own entity. Much like a tuning fork can be struck against a variety of objects to align sound frequencies, we believe through our experiences that the fifth frame can be applied to all frames of thinking to gauge alignment of strategic thinking, decision making, problem solving, collaboration, and success in any organizational context.

The COVID-19 pandemic heightened the tensions between rural community needs and politicized state-level school closure mandates. District leaders faced competing demands of meeting the basic needs of vulnerable families, supporting the mental health of students and teachers, protecting the health of all community members, and creating new opportunities for learning. This study examines how rural district leaders responded to these challenges through the lens of caring. This lens highlights how district leaders responded to their contexts, as well as their perceptions of student, family, and staff needs in ethically grounded and politically savvy ways. We draw on semi-structured interviews with 12 rural district leaders in eight districts. District leaders in this study described caring as something that is intentionally enacted and identified several aspects that contributed to a caring district: a welcoming culture, taking an interest in individuals, prioritizing wellbeing, developing relationships, extending empathy and grace for people, and helping individuals see themselves as part of a larger community. Leaders made efforts to set the tone for and model care, build relationships with students, teachers, parents, and community members, and enact servant leadership to support others. We conclude by examining the ways that applying an ethic of care illustrates how leaders identify needs and the strategies they use to respond to those needs in a responsive, place-attuned way.

This study aimed to identify the factors that foster a collaborative culture in the school improvement process. Estonian schools are characterized by a high degree of autonomy in developing the school curriculum and choosing the appropriate methods for its implementation. As a result, some schools are more successful, while others face difficulties in improving their pedagogical processes. Six Estonian schools with lower performance indicators participated in the School Improvement Program in 2021-2022. In each school, leaders and teachers formed a team together with two mentors. Supported by university experts, the school teams began working on a topic they chose to improve their students' learning while simultaneously increasing the school's leadership capacity by strengthening a collaborative school culture. The results of this qualitative research demonstrate that the arrangement of teamwork and the creation of shared values and goals constitute the key factors in creating a collaborative culture. Collaborative culture can be fostered by composing a stable team, developing routines for collaboration, ensuring open communication among all parties, focusing consistently on the goal, and building trust among participants. The obstacles are resistance to change, an unstable team, no routines for collaboration, a lack of communication, and no commitment to the goal. External support is important for both successful school teams and those facing challenges in the improvement process.

When the need of transforming and remixing music education is illuminated, fields of tensions in relation to the traditional master-apprentice model of teaching often appear. Binaries have been constructed and critiqued in research to describe tensions at various music educational levels. Some studies have also asked for a holistic, "both/and" holding. In higher music education (HME), the need for new approaches in research to understand how teaching and learning is developing are asked for. As a contribution, the overall aim of the article is to illuminate to what extent traditional culture norms and structures are maintained and challenged at three European conservatories. The specific aim is to map possible fields of tension surrounding approaches to teaching and related learning. The analysis in this article partly builds on understandings of culture and institutions, and partly on theories of relational pedagogy. To get access to how leaders, teachers, and students experience participating in the teaching and learning of conservatory cultures, an interview study was planned. The transcriptions were treated by a thematic analysis model. The analysis explored three themes that represent fields of tension: teaching in relation to established cultural structures, to create or not create new learning trajectories, and collaboration or competition--the educational culture. The fields of tension found through the analysis concern relations between the traditional conserved conservatory teaching and new open and diverse thoughts about and actions within in HME teaching. It becomes obvious that creating new learning trajectories should be a common issue, involving students and teachers, as well as leaders of conservatories, and that competition should be supported by collaboration. A consequence of such a pedagogical approach would be that differences between programs for diverse instruments could be balanced, and that all involved could learn from each other, which demands flexibility between individual and collaborative learning activities.

Early career academics face a rapidly changing higher education sector and too little is known about what helps them flourish in the profession. This paper responds to that gap by reporting research undertaken in a single or intrinsic case study of one Australian university. We invited participation from a full cohort of 1019 academics in one large College. Of those, 41 early career academics or ECAs and 45 more senior academics or MSAs engaged in a 50-question survey. Of those, 18 ECAs and 16 MSAs who had flagged interest then completed an in-depth interview. We learned about: ECAs' work; what they and MSAs think impedes and enables that work; work-life balance; and experiences of mentoring and career development. We also asked for their perspectives on the future. We found remarkable agreement across the two cohorts that mirrors concerns expressed in a growing, internationally significant literature. Members of both cohorts appealed for strengthened organisational and sectoral commitments to caring career pathways and sought more certainty in challenging times. Our findings led us to conclude that academics have high hopes that universities and those in higher education policy settings can address work overload; enhance professional development across all duties; make leaner systems and processes; have more realistic expectations about research; and better value academics' profound commitments to higher education. Those findings accord with other results reported in comparable jurisdictions around the world and add weight to an increasingly compelling case to recentre and refocus on people in university organisational cultures and practices.

Teacher well-being plays an important role in education reform because it marks teachers' positive evaluation of and healthy functioning in their work environment. However, there has been insufficient research on the relationship between distributed leadership and teacher well-being and on how organisational trust works as a mediator between these two constructs. Based on responses from 587 teachers in primary schools in southwest China, this study examined how distributed leadership contributes to teacher well-being with attention to the mediating role of organisational trust. Using structural equation modelling and bootstrapping tests, the analysis showed a nonsignificant direct effect between distributed leadership and teacher well-being. Organisational trust and its two dimensions, namely trust in the working team and trust in the principal, had significant mediating effects on the relationship between distributed leadership and teacher well-being. However, the dimension of trust in the work setting did not appear to be a significant mediator. This study contributes to a better understanding of the transferability of leadership theories across cultures and to a deepening comprehension of strategies for improving teacher well-being in Chinese schools and similar contexts. Implications of the study and future research direction are presented.

This article reports on a 3-year longitudinal study focused on the impact of cross-sector, collective impact approaches to creating cultures of campus health. The study sought to understand the integration of health and well-being concepts into university operations, including business practices and policies, as well as the contribution of public health initiatives focused on health-promoting universities to creating cultures of campus health for students, staff, and faculty. Research was carried out from spring 2018 to spring 2020 via focus group data collection and rapid qualitative analysis involving template and matrix analysis. A total of 18 focus groups were conducted across the 3-year study, six with students, eight with staff, and four with faculty. The initial cohort included 70 participants: 26 students, 31 staff, and 13 faculty. Qualitative analysis findings indicate a general pattern of change over time from a primary focus on well-being characterized by programs and services (e.g., fitness classes) to policy and structural-level interventions (e.g., stairwell beautification and hydration stations) promoting well-being for all. Grass-top and grassroots leadership and action were instrumental to changes in working and learning environments, policies, and campus environment/infrastructure. This work contributes to the growing literature on health-promoting universities and colleges and demonstrates the critical role of both top-down and ground-up approaches and leadership efforts to create more equitable and sustainable cultures of campus health and well-being.

This article offers key considerations regarding how leadership educators can alter their relations with institutions and campus community members (e.g., students, faculty, staff) to align with and advance liberatory struggles. The article also explores the drawbacks and contradictions of institutionalizing liberation within leadership learning and education spaces in colleges and universities. The author underscores the significance and immediacy of establishing spaces and advancing discourse outside the contours of institutional higher education where individuals, in collaboration and solidarity, can rehearse, plan, organize, and study the path toward collective liberation and the creation of an otherwise world that has yet to exist.

This article shares the foundational leadership and organizational wellness (FLOW) model, which is a leadership development model that seeks to better understand the relationship between individual leadership development and organizational development and wellness. The model is presented as a whole, followed by deep exploration by each piece of the model undergirded in existing scholarship and practical discussion throughout. Implications for practice and future research are shared to conclude the article.

Globally, there is considerable investment in education technologies leading to increased attention from stakeholders (Trucano, 2017). For a deeper understanding about the implementation of various technologies, research is needed to examine how teachers are incorporating them in teaching and learning. This study focused on eight countries to examine how teachers used ICT in mathematics instruction and factors that contributed to ICT use. Results show that teachers' education levels and cooperation amongst educators are associated with ICT use in instruction. The paper includes recommendations and implications for practice and future research.

From the perspective of role theory and its attendant construct role strain, we examine open-ended survey responses to an online survey from 47 program coordinators at a R1 university conducted during the 2021-2022 academic year. Results suggest that beyond the era-specific challenges posed by the COVID-19 pandemic and satisfactions realized from working with students, notable sources of role strain derive from issues of compensation and institutional norms relating to how the work gets done by program coordinators. Implications with an eye toward compensation, training, and equity are discussed.

Educational change efforts that prioritize equity for multilingual learners (MLs) require attention to several interconnected components of the education system. We build on prior literature and our collective research to clarify the concept of "shared responsibility" for ML students and to operationalize the concept at the school, district, and state levels. Drawing on institutional theory and a racialized organizations lens, we argue that shared responsibility is embedded in the mindsets, norms, and structures that shape education systems. We also attend to the complexities of fostering shared responsibility in practice, such as grappling with pervasive educator burnout and developing innovative strategies that span levels of the system. We conclude with directions for future research, including studies examining effective approaches for shifting the mindsets, norms, and routines comprising shared responsibility, and recommendations for researchers to play a more active role in shaping shared responsibility for ML students.

Drawing on the data collected via a European funded project with eleven higher education partners, the article proposes a five-stage working model which can be adopted in and adapted to different institutional contexts so as to shift perceptions, strengthen engagement and channel commitment with a view to developing the desired quality culture. The project explored ways in which quality in higher education was viewed and practised by three main stakeholder groups: students, academics and quality managers, referred to as three 'quality circles'. It adopted a reflective approach to issues of quality based on grassroots discussion and cooperation between key, but in some cases disengaged, stakeholders in the quality process. The project designed, tried and tested a series of activities which demonstrated lasting impact. The analysis of the project data revealed a patterning, which, if organised sequentially, carries the potential to crystalise into an action model which may be replicated by individual higher education institutions in support of advancing towards the quality culture they might be striving for. This article highlights the building blocks of the model and explains practices which can underpin their successful implementation.

The influence of Michigan leadership behaviors in organizational variables has been conducted in the Western context. However, limited studies have been conducted in the Vietnam context, particularly in the primary school sector. This study aims to examine the impact of Michigan leadership behaviors on organizational citizenship behaviors (OCBs) in Vietnamese primary schools. In addition, this research aims to challenge the mediating role of organizational justice (OJ) and person-organization fit (POF) in the relationship between Michigan leadership behaviors and OCBs. A total of 282 responses were collected from various primary schools in Vietnam. Exploratory factor analysis, confirmatory factor analysis, and linear regression analysis were used to answer the research question. Findings partially supported our hypotheses as two Michigan leadership dimensions significantly influence OCBs, and OJ mediates the relationship between relationship-oriented leadership behavior (ROL) and OCBs. This study opens the main gaps in the current leadership studies, including the influence of Michigan leadership behaviors on OCB, its role in promoting OJ, and the underlying mechanism through which Michigan leadership behaviors contribute to OCB with the mediation of OJ.

The purpose of this study was to explore the opinions of administrators about the effect of administrator replacement circulation in non-formal education institutions providing adult education on organizational culture. In this qualitative study, ten randomly selected administrators were interviewed using the convenience sampling method. The data were analyzed via the content analysis technique. As a result of the research, most managers think that the institutions providing adult education should be subjected to a different management appointment system than other institutions. While some managers find the organizational change circulation necessary and important for organizational culture, and the preservation and development of the existing culture, some managers stated that changes negatively affect the organizational culture structure. Although there are some differences in opinions among the managers, all managers agree on the importance and provision of the organizational culture in terms of a healthy system functioning in such institutions.

Although positive psychology (PP) is characterized as a tripartite approach to human flourishing that considers emotions, traits, and institutions, to date the role of institutions has been relatively overlooked. This is particularly problematic when exploring language teacher wellbeing because a teacher's ability to thrive is also dependent upon the context in which they work. Combining the results of a web survey on teacher wellbeing with relevant concepts from PP on the collective responsibility of individuals and institutions, this study provides a podium from which teachers' voices can be heard. When asked for specific advice on positively confronting challenges (particularly stemming from the COVID-19 pandemic), teachers' recommendations coalesced around the four themes of doing your best: teaching practices, positive leadership, and positive attitudes and gratitude. The purpose of this study is to listen to teachers' voices and provide implications for making more positive institutions.

Much of the literature in library leadership and management focuses on strategies and practices based on discrete attributes and sweeping human behaviors intended to improve operational effectiveness. This paper challenges the reader to build a mindset for leadership that reflects the real world, where leaders and managers work within parameters often contradictory and at times unconventional. It acknowledges the complexities of leadership in terms of decision-making and judgment within the culture of the organization rather than standard characteristics seen as desirable in a leader. The distinction between leadership and management is also examined.

Background: Engineering culture research to date has described the culture as rigid, chilly, and posing many barriers to entry. However, the COVID-19 pandemic provided an important opportunity to explore how engineering culture responds to a major disruption. Purpose: The purposes of this study are to understand how elements of engineering culture emerged in mechanical engineering students' perceptions of their classroom experiences during the pandemic and how their experiences varied across two national contexts. Method: This qualitative comparative case study examines undergraduate mechanical engineering students' perceptions of their experiences taking courses during the pandemic at two universities--one in the United States and one in South Africa. Semistructured interviews were conducted across both sites with 21 students and contextualized with 3 faculty member interviews. Student interviews were analyzed using an iterative process of deductive coding, inductive coding, and pattern coding. Results: We identified two key themes that characterized participants' experiences during the pandemic: hardness and access to resources. We found that students at both sites experienced two types of hardness--intrinsic and constructed--and were more critical of constructed forms of hardness. We found that the South African university's response to facilitating student access to resources was viewed by students as more effective when compared with the US university. Conclusions: We found that hardness remained a central feature of engineering culture, based on student perceptions, and found that students expressed awareness of resource-related differences. A key distinction emerged between intrinsic and constructed hardness.

Social entrepreneurship practices integrate aspects from the private, public, and non-profit sectors into a cohesive practice. This paper advocates for the integration of human resource development (HRD) research and practices into social entrepreneurship initiatives to drive progress and build effective organizations committed to positive social change and value creation. By exploring HRD insights on ethical organizational strategies, initiatives for workforce development, and their impact on employee engagement and attitudes, we contend that HRD professionals can significantly contribute to the success of social entrepreneurship.

In this study, the authors searched, read, collated and reflected on the past research on the factors affecting university teachers' job satisfaction for the period of 2010-2021. In this systematic literature review, we can understand that the factors that influence the job satisfaction of university teachers are broadly divided into three areas, including the university, the teachers themselves, and the students. The authors have therefore systematically summarized and analyzed a total of ten areas of influence on schools, six variables under teachers' own factors, and two factors under students. Through this literature review, we found that there is still a lack of research on various aspects, and because of this, we hope that through this systematic analysis, we can extend and break through the factors of teachers' job satisfaction in the future, and provide constructive guidelines for the subsequent development of school policies, teacher support work and student evaluation, in order to better and comprehensively improve teachers' job satisfaction, so as to better achieve teaching goals and improve teaching quality.

This research analyzed the effects of transformational leadership and self-efficacy on elementary school teachers' Organizational Citizenship Behavior (OCB). The research method was the quantitative method with a survey approach. The research sample consisted of 302 teachers from 40 elementary schools. The data collection technique for this research was a non-test technique with a questionnaire instrument confirmed to be valid and reliable. Data analysis techniques used descriptive statistics, inferential statistics, and path analysis. The research results showed that: (1) there was a direct positive effect of transformational leadership on OCB with a path coefficient value of 0.204; (2) there was a direct positive effect of self-efficacy on OCB with a path coefficient value of 0.187; and (3) there was an indirect effect of transformational leadership and self-efficacy on OCB path coefficient value of 0.354. This research concluded that transformational leadership and self-efficacy positively affected elementary school teachers' organizational citizenship behavior (OCB).

The study explores the mediating effect of teacher's empowerment on the relationship between instructional leadership (IL) to teacher's organizational citizenship behavior (OCB) toward student, team-members, and school. 395 Israeli teachers completed PIMRS, SPES, OCB, and demographic questionnaire. Path analysis showed a good fit of the data to the theoretical model. Teacher's empowerment is a partial mediator for OCB toward student and school; and a full mediator for OCB toward team-members. Teacher's OCB is crucial for schools' effectivity, therefore identifying empowerment as a full mediator for OCB toward team-members may assist improving teamwork, especially through IL.

Several European countries have made it possible for public universities to become foundation universities. The transformation has also involved a change in their governance model with external actors taking important decision-making positions. We believe that these changes also imply a transformation of the organisational culture of the said universities. This study examines the transformation of a Finnish and a Hungarian university into a foundation one based on documents, interviews and questionnaire surveys. We found that for both universities there is strong pressure to move towards a corporate culture, but that change is not happening without resistance at either university.