Providing a model for empowering high school principals in Isfahan

Document Type : Research Paper

Authors

• Habibollah Goudarzi Douraki ¹
• Hosein Mehrdad ²
• Ebrahim Pourhoseini ²

¹ PhD Student in Educational Administration, Khorramabad branch, Islamic Azad University, Khorramabad, Iran

² Assistant Professor of Educational Administration, Khorramabad branch, Islamic Azad University, Khorramabad, Iran

10.30495/jedu.2022.24343.4886

Abstract

Introduction: The purpose of this study was to design and present an empowerment model for high school principals in Isfahan research methodology: The method of the present study was a combination (qualitative-quantitative) and the type of applied research. In the qualitative section, by studying the literature, the components of managers' empowerment were identified and Delphi technique was used to localize them in Isfahan. In this section, the participants in the research were experts (key informants, university professors, staff experts and staff managers) in the field of 10 people. First, by exploratory-comparative approach and study of the existing literature, related components were extracted from various components of managers' empowerment. In the first step, the identified components were classified using theoretical foundations and based on the views of experts. In the second step, using the Delphi technique, based on the identified components, a researcher-made questionnaire was designed and compiled and provided to the panel members. The Delphi technique rounds continued until an acceptable agreement was reached between the experts.
Findings: Findings showed that 5 personal, attitudinal, skill, knowledge and awareness, organizational dimensions of managers 'empowerment dimensions as well as 10 components of intellectual, knowledge, cognitive, mental, structure, practical, managerial, contextual and executive capabilities are the components of managers' empowerment. Since the importance and necessity of empowering managers, has long attracted the attention of experts. The use of traditional management methods leads to the deprivation of the power to innovate the employees, increase the workload and limitations for them, and the complete freedom of the employees also leads to irregularities in both cases. The desired effectiveness is not achieved.
Conclusion: Therefore, it can be said that the proposed model is 99% confidently approved by experts and has a good fit.
 

Keywords

• Manager Empowerment
• Education
• Components
• Model

20.1001.1.20086369.1400.12.6.9.5

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