School heads’ leadership practices, such as how they set direction, support instruction, and build trust, are consistently linked to teachers’ work satisfaction, which in turn shapes motivation, commitment, and retention. The main objective of this study was to determine the School Heads’ Instructional Leadership Practices and Teachers’ Work Satisfaction in selected districts of the Division of Bukidnon during the School Year 2026–2027. Specifically, this aimed to find out the level of respondents’ perception of school heads’ instructional leadership practices; ascertain the level of work satisfaction in terms of the motivator factor; and determine whether a relationship exists between school heads’ instructional leadership practices and teachers’ work satisfaction in terms of the hygiene factor and as well as motivator factor. The study used a descriptive-correlational design and included two hundred five (205) Key Stage 2 teachers selected through universal sampling. Data were collected using a researcher-made questionnaire and analyzed using weighted mean, Pearson correlation, and multiple regression. Findings showed that instructional leadership was highly practiced, especially in aligning the school vision. Teachers also reported high job satisfaction in both hygiene and motivator factors. Instructional leadership was positively related to teachers’ work satisfaction. It also significantly predicted work satisfaction, with school vision alignment being the strongest predictor. It is concluded that instructional leadership is most effective when school heads ensure that the school’s mission and academic goals are perfectly aligned with the school-wide program and the current DepEd curriculum standards. School heads should improve teamwork, teaching, resource use, staff training, recognition, and the school environment.
This study investigates how principals’ instructional leadership influences teachers’ innovative work behavior, with teacher commitment and teacher professional collaboration as mediating mechanisms. Drawing on a cross-sectional survey of 812 teachers working in public schools in Türkiye, structural equation modelling with bootstrapping was employed to examine the direct and indirect effects of instructional leadership. The results indicate that instructional leadership has significant positive effects on both teacher commitment and teacher professional collaboration, which in turn enhance teachers’ innovative work behavior. Furthermore, the findings show that the mediating effects of teacher commitment and teacher professional collaboration are stronger than the direct effect of instructional leadership, underscoring their central role in linking school leadership practices with teachers’ innovative work behavior. By providing empirical evidence from a centralized education system, this study extends the international literature on instructional leadership and teacher innovation. The findings contribute theoretically by clarifying the mechanisms through which principals foster teachers’ innovative work behavior, and practically by offering insights for school leaders and policymakers seeking to cultivate teacher collaboration, strengthen commitment, and stimulate innovative work behavior in schools.
این مطالعه بررسی می‌کند که چگونه رهبری آموزشی مدیران بر رفتار کاری نوآورانه معلمان تأثیر می‌گذارد و تعهد معلم و همکاری حرفه‌ای معلمان به عنوان سازوکارهای میانجی ایفای نقش می‌کنند. با استفاده از یک پیمایش مقطعی از ۸۱۲ معلم شاغل در مدارس دولتی ترکیه، مدل‌سازی معادلات ساختاری همراه با بوت‌استرپینگ برای بررسی اثرات مستقیم و غیرمستقیم رهبری آموزشی به کار گرفته شد. نتایج نشان می‌دهد که رهبری آموزشی تأثیرات مثبت معناداری بر تعهد معلم و همکاری حرفه‌ای معلمان دارد که به نوبه خود رفتار کاری نوآورانه معلمان را ارتقا می‌بخشد. افزون بر این، یافته‌ها نشان می‌دهد که اثرات میانجی تعهد معلم و همکاری حرفه‌ای معلمان قوی‌تر از اثر مستقیم رهبری آموزشی است و نقش محوری آن‌ها را در پیوند دادن شیوه‌های رهبری مدرسه با رفتار کاری نوآورانه معلمان برجسته می‌سازد. این مطالعه با ارائه شواهد تجربی از یک نظام آموزشی متمرکز، ادبیات بین‌المللی رهبری آموزشی و نوآوری معلمان را گسترش می‌دهد. یافته‌ها از لحاظ نظری با روشن ساختن سازوکارهایی که مدیران از طریق آن‌ها رفتار کاری نوآورانه معلمان را تقویت می‌کنند، و از لحاظ عملی با ارائه بینش‌هایی برای رهبران مدارس و سیاست‌گذاران به منظور تقویت همکاری معلمان، افزایش تعهد و تحریک رفتار کاری نوآورانه در مدارس، سهم‌آفرینی می‌کند.
