ABSTRACT
In this study, it is aimed to examine the relationship between leadership in higher education institutions [HEIs] and academic staff's job satisfaction, which is formed by combining different leadership styles in higher education institutions, using the meta-analysis method based on correlational research. For this purpose, it was investigated whether there was a significant difference between the effect sizes of the studies investigating the relationship between leadership in HEIs and academic staff's job satisfaction between the years 2010-2022, according to the moderator variables (leadership styles, continent, culture, and Human Development Index [HDI]). A total of 57 research data, including sample size and Pearson correlation coefficient data, were evaluated within the scope of the research. Correlational studies were calculated according to the random effect model in terms of effect direction and overall effect size; The estimated effect size value was found to be 0.374. This value shows that the overall effect size of the relationship between leadership in HEIs and academic staff's job satisfaction is positive and moderate. However, there is no significant difference between the effect sizes of the research examining the relationship between leadership styles in HEIs and academic staff's job satisfaction, according to continent, culture and HDI moderator variables.
ABSTRACT
The aim of this study is to determine the reflective thinking skills and reflective implementations of academic administrators in higher education and to reveal the importance of reflective thinking for higher education. The research was carried out in a holistic single case design as a case study which is known as one of the qualitative research methods. The study group of the research consists of 12 faculty members who carry out administrative duties (dean and assistant dean) in ten different faculties of a public university. The data collected through a semi-structured individual interview form were analyzed by content analysis technique. According to the results obtained from the research, it has been determined that academic administrators acquire their administerial skills mostly based on their experiences, their own competences, and their tendencies to evaluate their actions individually are high, and they also consider internal and external evaluations. Reflective thinking areas related to faculty management and individual development of academic administrators were also determined, and it was concluded that they questioned faculty management mostly in terms of education and student services, and their individual development in terms of problem solving and communication skills. In addition, in the study, the characteristics of reflective academic administrators and the contributions of reflective thinking were determined based on the views of academic administrators. Finally, metaphors describing the reflective-thinking academic administrator were included, and it was found that academic administrators have a difficult job based on their management duties, they should approach everyone equally and be in the role of administrators, and that the administerial task is temporary.
