Teacher Perceptions of School Managers' Power Types Used in Management

Purpose: In the study, it was aimed to determine whether there is a meaningful difference in terms of gender, education level, branch, school level and seniority variables of teacher perception about the types of power used by primary, secondary and high school managers. Design & Methodology: Descriptive research method was used in the study. The study group consisted of 129 teachers working in primary, secondary and high school in Hekimhan district of Malatya province in 2015-2016 academic year. For the teachers working at elementary, junior high and high school level in the survey, the "Power Type Scale Used by School Managers in School Management" was applied as a data collection tool. Findings: In the analysis of differences in terms of gender, education level, branch, school grade, and seniority variables, female teachers think that school principals use more compelling power elements than male teachers. Similarly, according to the teachers whose education level is at the graduate level think that school principals are using more compelling power elements than teachers who have education level is at the associate degree level. Teachers at the associate-undergraduate level have been perceived to have a higher perception of their manager's use of expertise type behaviors than teachers at the graduate level. In addition, it has been determined that class teachers think that school principals use the power of expertise, information, and loyalty more than branch teachers. In the information power sub-dimension, it is determined that 21 year-old and above-average teachers are more likely to think that school principals are using more of their information. Implications & Suggestions: In the direction of research findings, the power elements that school principals use in administration directly affect the education and training activities of teachers. In this context, school principals recognize the elements of power and can lead teachers towards success by creating a power strategy based on situationalism