Unveiling the associations between principal self-efficacy, openness to change and transformational leadership: the mediating role of well-being

Abstract

Purpose

The current study seeks to explore the links between principal self-efficacy, openness to change, well-being, and transformational leadership. Specifically, we tested a mediated-effects model where principal self-efficacy and openness to change were treated as independent variables, well-being as mediator, and transformational leadership as dependent variable.

Design/methodology/approach

Survey data were collected from 351 principals employed in Turkish schools and analysed using confirmatory factor analysis and structural equation modelling.

Findings

The results suggested the direct empirical relationship of principal self-efficacy and openness to change with transformational leadership, and indirect through professional well-being.

Originality/value

Our study enriched our understanding of school leadership by elucidating the potential mechanisms that underpin the implementation of transformational leadership practices.

Citation

Özdemir, S., Sezgin, F., Kılınç, A.Ç., Erdoğan, O. and Turan Bora, H. (2024), "Unveiling the associations between principal self-efficacy, openness to change and transformational leadership: the mediating role of well-being", Journal of Educational Administration, Vol. 62 No. 5, pp. 528-544. https://doi.org/10.1108/JEA-11-2023-0284