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Gender differences in school principals’ ethical decision-making processes

Zehra Keser Ozmantar (Department of Educational Sciences, University of Gaziantep, Gaziantep, Turkey)
Funda Gök (Republic of Turkey Ministry of National Education, Ankara, Turkey)

International Journal of Educational Management

ISSN: 0951-354X

Article publication date: 6 August 2024

Issue publication date: 3 December 2024

81

Abstract

Purpose

This study will examine the school principals’ ethical decision-making processes and to explore gender-related differences.

Design/methodology/approach

This study employed a mixed-method research design, combining qualitative and quantitative approaches. Data were collected through semi-structured in-depth interviews with a sample of 10 male and 10 female principals, who were presented with ethical dilemma scenarios. The qualitative component utilized a phenomenological analysis, while additional quantitative analyses were performed on the same dataset to explore gender-related differences.

Findings

Our analysis of principals' ethical evaluations identified three key areas where gender-related differences were evident: decision-making approaches, leadership styles, and philosophy/value orientations. The analysis revealed that women more frequently employed personal approaches, while men favored institutional approaches in their ethical evaluations. Secondly, men tended to adopt a democratic style, while women leaned towards an autocratic style. Finally, men exhibited a relativist orientation, while women displayed an idealist orientation in their ethical decision-making processes.

Originality/value

Gender-based analysis of school principals’ ethical decision-making process has remained an under-researched area. This study contributes to the understanding of gender-related differences in principals’ ethical decision-making processes.

Keywords

Citation

Keser Ozmantar, Z. and Gök, F. (2024), "Gender differences in school principals’ ethical decision-making processes", International Journal of Educational Management, Vol. 38 No. 6, pp. 1667-1684. https://doi.org/10.1108/IJEM-01-2024-0030

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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