Understanding Leadership Efficacy in K–12 Schools: A Qualitative Study of Educational Leaders’ Practice
DOI:
https://doi.org/10.32674/5w8s2b49Keywords:
Educational Leadership, Leadership Efficacy, Instructional Leadership, Relational Leadership, School-Community Partnerships, Trust and CollaborationAbstract
This qualitative study examines how K–12 educational leaders describe and make sense of their leadership practices related to instructional support, evaluation and improvement strategies, collaborative relationships and trust, and parent and community engagement. Drawing on open-ended survey responses from practicing school and district leaders, the study employs inductive thematic analysis to explore leadership efficacy as enacted through daily practice rather than expressed solely as an abstract belief. Guided by Bandura’s self-efficacy theory, Bronfenbrenner’s ecological systems theory, and transformational leadership theory as interpretive lenses, leaders’ narratives are situated within the relational and contextual systems shaping leadership work. Findings reveal a coherent, practice-oriented leadership narrative grounded in collaboration, trust-building, reflective practice, and responsiveness to local context. Instructional leadership and evaluation were consistently framed as growth-oriented, relational processes, while collaborative relationships and trust emerged as foundational conditions enabling leadership practice across domains. Parent and community engagement was described as a reciprocal, boundary-spanning function rooted in communication, visibility, and partnership. Collectively, the findings position leadership efficacy as a relational and contextually embedded practice and highlight implications for leadership preparation and professional learning.
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