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The purpose of this paper is to analyse and compare the impact of implementation of ISO 9001:2008 Standards perceived by Management Teams and Teachers in schools in four autonomous communities in Spain.

To assess this impact, the authors used an evaluation instrument made up of 93 items assessing seven major dimensions, whose reliability has been excellent for the full scale (Cronbach’s α = 0.987) and dimensions (α > 0.93). The authors conducted descriptive and differential analyses (ANOVA and t-test for independent samples) of the assessments by professional position (managers and teachers) and other variables (size and type of school, years of implantation, etc.). A factorial analysis of variance was conducted to analyse the interaction effect between these variables in each of the evaluated dimensions.

The most significant results show a high impact on the dimension management, medium on communication, learning process and external relations and low impact on climate, support and recognition and satisfaction. Likewise, the authors found that members of the Management Teams valued the impact that ISO 9001:2008 Standards have had on all dimensions at a higher level, except for external relations, where no significant differences between Teachers and Management Team members were found.

The study makes it possible to conclude that in general terms, the members of the Management Team of the schools perceive a higher impact of the implementation of ISO 9001:2008 Standards than teacher do in the different dimensions evaluated.

The specialised literature shows the lack of studies related to the impact that the implementation of quality management systems has on organisations. Specifically, this study provides conclusions to the scientific and professional community with objective evidence of the impact ISO 9001:2008 implementation has had on schools, through an indirect system of perceptions of the education community of the changes, which according to them had taken place as a result of implementation. Thus, this study contributes to the development of a new body of knowledge by evaluating this impact.

The role of leadership through senior management teams (SMT) has received increasing attention over the past several decades. Such leadership requires principals to play a key role in promoting SMT effectiveness. Therefore, according to the input–mediator–outcome model (Ilgen et al., 2005), this study's purpose is to investigate the mediating role of school SMT learning in the relationship between principal systems thinking (PST) and SMT effectiveness after accounting for students' socioeconomic backgrounds and SMT members' tenure.

A three-source survey design with self-reported and non-self-reported data was used, from a sample of 282 participants from 71 elementary schools in Israel. The sample included principals and SMTs. Data were aggregated at the school level of analysis.

The results from structural equation modeling and bootstrapping analysis indicated that SMT learning fully mediates the relationship between PST and SMT effectiveness, irrespective of the students' socioeconomic backgrounds.

This study provides important insights into the role of SMT learning as a mediator in the relationship between PST and SMT effectiveness. In addition, the study responds to the call of previous studies to examine the effects of PST on characteristics and outcomes at the group level. Moreover, the proposed integrative model highlights the importance of SMT learning and suggests new ways to encourage it.

Reorganizing schools and managing through teams is seen as a way to achieve school goals, especially in educational contexts that are highly focused on measurable student achievements. This shift to shared leadership requires principals to play a key role in promoting school management team (SMT) outcomes. Accordingly, this study aims to investigate how principals' personality traits and behavior complement each other and combine in an integrative model of SMT effectiveness. Specifically, the research aims to examine the mediating role of principals' internal and external boundary activities between principals' traits from the Big Five typology, namely, extraversion, conscientiousness, agreeableness, openness to experience and neuroticism and SMT effectiveness.

Data were collected from two sources to minimize problems associated with same-source bias. In total, 92 SMTs and their principals from 92 public schools in Israel participated in the study. Overall, 295 SMT members and 92 principals were included in the sample. Data were aggregated at the school level of analysis. The theoretical model was tested with structural equation modeling. The bootstrapping procedure, to ascertain the presence of indirect effects, was employed.

The findings of structural equation modeling indicated that principal external activities partially mediated the relationship of conscientiousness and extraversion to SMT effectiveness, providing support for an integrated trait–behavioral model of leadership for SMT effectiveness.

As schools involve increasingly interconnected professional networks based on relationships, acknowledging that SMT effectiveness may be influenced by principals' personality traits that translate into leadership behavior may clarify the implications of principals' traits for educational teams. Importantly, the proposed integrative model points to possible mechanisms linking principal traits, behaviors and effectiveness by positioning principals' boundary activities as one possible mechanism through which principal traits facilitate SMT effectiveness. The findings can help deepen our understanding of which kinds of principals engage in boundary activities, contributing to the discussion of what factors influence principals' practices with implications for school managers' selection practices.

The purpose of this paper is to examine the perceptions of parental involvement among 317 teachers in the Arab education system in Israel.

A questionnaire measured teachers’ attitudes regarding parents’ involvement in the school relating to pedagogy, resources, and control.

The findings show that Arab teachers perceive parents’ involvement as related to pedagogy and resources rather than control. In addition, the research results revealed that young teachers in terms of age, and seniority of teaching, and teachers who are not members of the management team demonstrated a stronger perception of the pedagogy and control components than did older and senior teachers and teachers who are members of the management team. However, older and senior teachers and teachers who are members of the management team had a stronger perception that parental involvement related to resources than did young teachers and teachers who are not members of the management team.

Implications and directions for future research are discussed.

The paper contributes to our understandings of the different components that affect parental involvement in developing and minority societies.

Over the past decade the policy debate over improving U.S. public education has focused on market solutions (charter schools, privatization, and vouchers) and teacher evaluation through high stakes standardized testing of students. In this debate, teachers and their unions are often characterized as the problem. Our research offers an alternate path in the debate, a perspective that looks at schools as systems – the way schools are organized and the way decisions are made. We focus on examples of collaboration through the creation of long-term labor-management partnerships among teachers’ unions and school administrators that improve and restructure public schools from the inside to enhance planning, decision-making, problem solving, and the ways teachers interact and schools are organized. We analyzed how these efforts were created and sustained in six public school districts over the past two decades, and what they can teach us about the impact of significant involvement of faculty and their local union leadership, working closely with district administration. We argue that collaboration between teachers, their unions, and administrators is both possible and necessary for any meaningful and lasting public school reform.

There has been an increasing trend toward the creation of senior management teams (SMTs) which are characterized by a high degree of functional heterogeneity. Although such teams may create better linkages to information, along with the benefits of functional heterogeneity comes the potential for conflicts that stem from the value differences among subcultures in an organization. These conflicts can adversely affect performance. The purpose of this paper is to examine how school leaders’ activities mediate the relationship of SMT functional heterogeneity to SMT effectiveness (in-role performance and innovation).

Data, which were obtained through a survey, was collected from a sample of 92 schools in Israel. Data were collected from two sources (principals and SMT members) to minimize problems associated with same source and common method bias. Data were aggregated at the team level of analysis.

The results of structural equation model indicated that principal’s internal activities enhanced SMT in-role performance whereas principals’ external activities enhanced SMT innovation. The results also showed that principal’s internal activities are full mediators of the relationship between functional heterogeneity and SMT in-role performance.

This study has implications for policies involving the design and implementation of leadership tools to effectively manage SMTs. The results of this study can help principals to establish priorities and allocate their time and resources more effectively, both inward and outward the SMT boundary so as to assist functionally heterogeneous SMTs translating the benefits of functional heterogeneity into significant achievements.

Previous studies have examined the empowerment of individual teachers, while neglecting the fact that such a phenomenon might grow within a team. Building on the crossover model and social exchange theory, the aim of this study is to explore whether team empowerment among school management teams (SMTs), is transmitted to the school level and affects schoolteachers' job satisfaction and thereby schoolteachers' organizational citizenship behavior (OCB). Furthermore, we explored whether those relationships are moderated by team-member exchange (TMX) relationships.

Data were collected from 86 principals, 357 SMT members and 683 schoolteachers from 86 schools.

Results confirmed the mediating role of schoolteachers' job satisfaction, showing a positive relationship between SMT empowerment and schoolteachers' job satisfaction, and between job satisfaction and OCB. The moderation of TMX and the overall moderated mediation hypotheses were not supported.

The nature of data collected in the current study precludes any inference concerning the direction of casual links among the study constructs. Therefore, longitudinal studies could be designed, aimed at confirming the direction of links among the variables.

The findings reinforce the impact of schoolteachers' job satisfaction on achieving OCBs. Hence, SMT members carry the responsibility to cultivate satisfied schoolteachers through schools' support mechanisms and guidance in order to achieve schoolteachers' OCB.

The study identifies SMT empowerment as a key factor that may indirectly encourage schoolteachers to invest in OCBs through positive attitudes of schoolteachers' job satisfaction.

Relying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management team (SMT) members on school outcomes (organizational citizenship behavior [OCB], job satisfaction and innovation) via the mediating role of leader-member exchange (LMX) relationships between principals and SMTs.

Data were collected from multiple sources in 86 elementary and junior high schools to avoid one-source bias: 86 principals, 357 SMT members and 683 schoolteachers who were not members of the management teams.

The results revealed a positive relationship between TMX and teachers' job satisfaction and OCB, but no significant link between TMX and innovation. LMX partially mediated the relationship between TMX and OCB and between TMX and teachers' job satisfaction. Full mediation was found in TMX-innovation relationship.

The findings carry a message for school principals and policymakers regarding the importance of developing and maintaining high-quality horizontal and vertical exchange relationships among the SMT members for their positive influence on school outcomes.

To the best of the authors' knowledge, this is the first study to examine the link between TMX and LMX as a team phenomenon, and specifically in the educational setting. The finding that there is a positive link between the two constructs may imply that SMTs contribute to school success not only directly by exhibiting high-quality TMX but also indirectly through the high-quality LMX.

Research has provided accumulative evidence that the willingness of teachers to invest in organizational citizenship behavior (OCB) is a fundamental component for achieving school effectiveness. However, most studies examined OCB of the individual teacher, while neglecting the fact that such behavior might grow in a context. Furthermore, educational scholars have focused almost solely on OCB of teachers, and have almost completely neglected to address the concept through a managerial prism. By taking a contextual perspective, the purpose of this paper is to postulate a positive link between leader OCB and team OCB, and suggest that organizational justice serves as a moderator in this relationship.

Data were collected through a survey from multiple sources, to avoid one-source bias. The sample included 82 schools: 82 management teams and their 82 principals, as well as 246 teachers, who were not members of management.

Results of the hierarchical regression analysis confirmed the hypotheses. The authors found a positive association between leader OCB and team OCB and revealed that this positive relationship was significant under high levels of organizational justice, but non-significant under low levels.

The importance of leader OCB in promoting team OCB can inspire the educational system to learn how to develop organizational mechanisms that encourage principals to perform citizenship behaviors and to take this component into consideration in screening processes and succession planning.

The contribution of the study is in identifying leader OCB as a key instrument that may encourage teams to invest in OCBs. To the best of the authors’ knowledge, this is the first study ever to examine the link between leader OCB and team OCB. The finding that there is a positive association between the two constructs may imply that leader OCBs contribute to the school, not only directly, by exhibiting behaviors of helping and support, but also indirectly, through the leader’s impact on his or her team’s behavior.

The development of teams is an increasingly popular approach to participation and restructuring in schools. Moves towards team approaches are driven by two metaphors. The first is the market metaphor which calls on schools to become more flexible and adaptable. The second is the collaboration metaphor which values participation, collegiality, empowerment, shared leadership and professionalism at a school level. Intertwined with both is a growing acceptance that student outcomes and teaching and learning must drive school decisions and structures. For teams to become a meaningful form of collaboration and not simply a cosmetic adjustment to meet managerial ends, schools, and particularly principals, need to rethink power relationships and the meaning of leadership in schools. They need to reconsider current school structures and cultures and how they can be changed or developed to accommodate team approaches and shared power. Principals must be willing to break down traditional processes and rebuild them to achieve congruence with teams and teamwork.