Examining the relationships between instructional leadership, teacher self-efficacy and job satisfaction: a study of primary schools in India

Abstract

Purpose

Building on the social cognitive theory, a mediation model was examined to understand the role of teacher self-efficacy as the underlying mechanism for the relationship between instructional leadership and teacher job satisfaction.

Design/methodology/approach

The study tests a mediation model between instructional leadership, teacher self-efficacy and job satisfaction. The data were collected via online survey from primary school teachers (N = 320) working for the Municipal Corporation of Delhi (MDC) in India. The mediation model was tested using the AMOS 22.0 after establishing the reliability and validity of measures.

Findings

Regression analyses using the bootstrapping method indicated that teacher self-efficacy mediates the relationship between instructional leadership and teacher job satisfaction.

Research limitations/implications

This is a cross-sectional study. The scope for causal inferences is, thus, limited.

Practical implications

In the Indian setting, the study examines the association between instructional leadership and job satisfaction. The results show that the instructional leadership of the school principal is strongly related to teachers' self-efficacy, which, in turn is positively associated with teacher’s job satisfaction. Further, the findings confirm that instructional leadership, emphasizing instructional improvement, improves teachers' self-efficacy and job satisfaction.

Originality/value

The study explains the underlying process through which a school principal’s instructional leadership is related to teacher job satisfaction. This study is perhaps the first to focus on an Indian or a non-Western context.

Citation

Khan, F., Preeti and Gupta, V. (2024), "Examining the relationships between instructional leadership, teacher self-efficacy and job satisfaction: a study of primary schools in India", Journal of Educational Administration, Vol. 62 No. 2, pp. 223-238. https://doi.org/10.1108/JEA-09-2022-0145