الملخص الإنجليزي
The main objective of this study was to investigate distributed leadership practices and its relationship to organizational climate in Cycle Two Schools of Basic Education from teachers' perceptions in the Interior Governorate of the Sultanate of Oman. Three hundred and twenty-nine teachers (329) participated in the study. The survey method was conducted in which the researcher used Distributed Leadership Readiness Scale (DLRS) and Organizational Climate Index (OCI) as instruments for measuring distributed leader-ship and organizational climate respectively.
The main results of the study show that teachers' perceptions of distributed leader-ship practices were high in all four dimensions (vision; mission; and goals, school culture, shared responsibility, and leadership practices). In addition, there were no statistically significant differences in the perceptions of distributed leadership practices based on gender, academic qualifications, and years of experience in all dimensions. Moreover, the perceptions of organizational climate was positive and high in all three dimensions (the professional behaviour of teacher, learning achievement and community; and parents). Female teachers showed higher perceptions than their counterpart males in two of the three dimensions of organizational climate: professional behaviour of teachers and community and parents.
In the relationship, the results showed a positive correlation between distributed leadership and organizational climate at a moderate level (r=0.64, p≤0.05). In addition, the results indicated that all distributed leadership dimensions accounted for 43.9% of the vari-ance in organization climate. All dimensions of distributed, except vision, mission, and goals contributed significantly on the variance of organizational climate. The contribution of dimensions of distributed leadership to the variance of organizational climate was as follows: leadership practices contributed 31.9%, shared responsibility contributed 27.8% and school culture contributed 20.5%.
One of the most important recommendations of the study is to consider the possi-bility of framing distributed leadership practices according to a scientific methodology that helps to create a clear vision through which tasks are distributed.
