Understanding the authentic leadership of a school superintendent and principal job satisfaction
Creators: name: Neumann, Anthony R
Publisher: name: University of Iowa
Year: 2023
Subjects: public abstract

description: Background: There is a significant lack of formal research on Authentic Leadership in education in the United States, especially when considering the job satisfaction of school leaders (principals and superintendents). In addition, there is a current shortage of professionals in both the teaching and educational leadership fields. Studying how Authentic Leadership contributes to job satisfaction of school leaders can improve the retention of quality leaders, which in turn can improve the retention of quality teaching and support staff. Understanding the influence that Authentic Leadership can have on job satisfaction can assist school leaders, school districts, and school leader preparation programs in working with individuals to ensure they are aware of their own values, motivations, and actions which have a significant influence on job satisfaction.
description: Purpose: The purpose of this study is to examine the Authentic Leadership of the superintendent in a mid-sized, rural school district and the retention of the building principals. The research questions addressed by this study are:
description: 1. What elements of Authentic Leadership (heart, values, purpose, building relationships, and self-discipline) contribute to job satisfaction as perceived by building principals in the Camden CSD?
description: 2. What elements of Authentic Leadership (heart, values, purpose, building relationships, and self-discipline) contribute to job satisfaction as perceived by the superintendent in the Camden CSD?
description: Setting: This study was conducted in a rural school district in Iowa. The school district is located in a small town with a population of just over 5,000 people. The community is the largest in the county, with more than double the population of the next biggest town. Both the community and school district have similar demographics, with 88.7% of the population identifying as White. The school district has multiple elementary buildings, a middle school, and a high school.
description: Participants: The three participants in this study were chosen because they participated in a 2017 book study on Authentic Leadership, and each had served over a decade in the same school leadership role for the school district. The length of their tenures was all significantly longer than the state average. Both of the building principals are male and were hired by the same district superintendent. The superintendent is also male and had worked in the district, as a superintendent, for seventeen years at the time of the book study.
description: Research Design: This study is a qualitative case study that analyzes the perceptions of the three school leaders.
description: Data Collection and Analysis: The data from the participants in this study were collected from interviews with each individual. The in-person interviews were transcribed and verified by each participant to ensure accuracy. Information about the community and school district was obtained from various government websites. Documents detailing the longevity and salary of school leaders in the state of Iowa were provided by the School Administrators of Iowa office.
description: Findings: The findings of this study attempt to understand the five elements of Authentic Leadership (Leading with Heart, Practicing Solid Values, Pursuing Purpose with Passion, Establishing Enduring Relationships, Demonstrating Self-Discipline) and the job satisfaction of school leaders. School leaders need to be aware of their own passions, purpose, and motivations in order to find a school district and administrative team that provides a good fit. School superintendents must be aware of not only their own elements, but the importance of the elements of their building principals in order to improve job satisfaction and retention rates. A lack of an element from a school leader may not diminish their own job satisfaction, but it could diminish the job satisfaction of one of their followers.
description: Conclusions: This study shows focused on understanding the five elements of Authentic Leadership and the job satisfaction of school leaders. This study adds to the literature addressing the job satisfaction of school leaders and Authentic Leadership from the experience of three school leaders. The results provide suggestions for school leaders, school districts, and school leader preparation programs regarding Authentic Leadership and job satisfaction. This study demonstrates not only the influence of Authentic Leadership on followers but also on individuals’ job satisfaction. This study is beneficial to all school leaders as they try to battle the shortage of teachers and leaders and work to retain as many high-quality staff members as possible.