Research evidence regarding the relative effects of instructional leadership and distributed leadership on teacher job satisfaction and self-efficacy is limited; it is even less evidential when the indirect effects of mediation variables between school leadership and teacher outcomes, including supportive school culture and teacher collaboration, are added to the total effects. In this study, the six aforementioned variables are added to one model focusing on both the direct effects instructional and distributed leadership have on teacher job satisfaction and self-efficacy, and the indirect effects through the mediation variables of supportive school culture and teacher collaboration. Using the 2013 Teaching and Learning International Survey data, this research applied a rigorous structural equation model (SEM)with the design-based approach using the balanced repeated replication (BRR) weights. The results suggest that distributed leadership and instructional leadership are both positively and directly associated with teacher job satisfaction and teacher self-efficacy, respectively. Meanwhile, distributed leadership is positively and indirectly associated with both teacher job satisfaction and self-efficacy, while instructional leadership is indirectly associated with teacher job satisfaction through the mediation effects of supportive school culture and teacher collaboration.

Using an integrated school leadership framework, this research intended to investigate 1.whether and to what extent transformational leadership could leverage teacher leadership; 2 the integrated effects of principal transformational leadership and teacher leadership on teacher self-efficacy and student academic performance. This study used a two-stage stratified sampling approach and collected the complex survey data in one Chinese province. Researchers employed a rigorous three-level Structural Equation Model to investigate multi-dimensional relationships among the aforementioned variables. The results suggest that principal transformational leadership is significantly and positively related to teacher leadership. Meanwhile, principal transformational leadership and teacher leadership are both positively related to teacher self-efficacy, but only teacher leadership is positively related to student learning. This study adds nuanced and international evidence and provides a practical framework to improve schools by involving teacher leaders through principal transformational leadership.

Purpose: This study provides cross-country evidence regarding the extent to which distributed leadership operates in schools globally and offers preliminary insights about country education policies that explain the reported distributed leadership results. The researchers also investigate the relationship between principals’ reports of distributed leadership and teachers’ reports of the school culture, demonstrating the alignment of principal and teacher perspectives of distributed leadership. The conceptual framework highlights the interaction between leaders in varied situations characterized by leadership functions and country contexts. Research Design: Researchers use both principal and teacher surveys from the 2013 TALIS. In the first analytical stage, latent measures using confirmative factor analysis capture the extent to which principals and teachers were responsible for each of the three leadership functions; scatterplots explore distribution of interactive leadership, and further explanation is offered by document analysis of country policy profiles. In the second stage, the research uses hierarchical linear models for the effect of distributed leadership, specifically principal leadership, teacher leadership, and interactive leadership, on school culture for each country, synthesizing country results with meta-analysis. Findings: Distributed leadership varies by leadership function and appears to be influenced by country education policy. Teachers report that their school culture is conducive to distributed leadership when, in fact, they have the opportunity to lead. Conclusions: Findings add global evidence that country context is an important part of the situation for distributed leadership. The patterns of distributed leadership by function invite further research within each country, particularly to examine the influence of educational policy.

Purpose: The purpose of this paper is to investigate the extent to which principals’ instructional leadership predicts teacher self-efficacy, in order to identify whether a relationship exists between principals’ perceived instructional leadership practices and teachers perceived self-efficacy in classroom management, instruction, and student engagement, while controlling for several principal, teacher, and school characteristics. Design/methodology/approach: The data employed in this study were both teacher- and school-level data sets obtained from the Teaching and Learning International Survey, which was administered by the Organization for Economic Co-operation and Development in 2013. A two-level mixed model was employed in the analysis of the data by adding adjusted weights at both levels for the complex survey data. Findings: The results indicated a significant and positive relationship between principals’ perceived instructional leadership practice and teachers’ self-efficacy in all three aspects. Also, gender, experience, tenure status, and formal in-service training of teachers were found to be the key factors that have significant effects on teachers’ self-efficacy perceptions. Practical implications: Findings suggested that international effort for mandating instructional leadership in schools is a worthwhile strategy, which can help teachers develop a greater sense of ability in classroom management, instruction, and student engagement. Originality/value: This study is the first of its kind to examine the relationship between instructional leadership and teachers’ perceived self-efficacy in multiple areas related to teaching.

The purpose of this study was to investigate the extent to which leadership styles predict school climate, in order to identify whether a relationship exists between principals’ perceived practices of instructional and distributed leadership and their perceptions of school climate (mutual respect and school delinquency), controlling for a net of principal and school characteristics. This research was conducted on a principal data-set from the 2013 Teaching and Learning International Survey (TALIS), which was administered by the Organization for Economic Co-operation and Development (OECD). Several linear regression models with and without the country controlled dummy variables were conducted, respectively. Results indicated that principals’ perceived distributed and instructional leadership practices are significant predictors of staff mutual respect in the school. Nevertheless, such leadership styles did not appear as important factors for school delinquency and violence. School size and socio-economic status turned out to be the two most important factors predicting school safety. These results add nuance to the findings of previous studies that principals’ emphasis on instructional practice and sharing leadership can play a significant role in promoting the trust, collegiality and respect among staff. However, more than such leadership styles may be needed for creating a safe and orderly school environment.