English abstract
The study aimed to expose the reality of change leadership practices by educational supervisors in government schools in Oman and propose suggestions that contribute to the development of supervisory work in light of change leadership.
To achieve the study aims, a questionnaire of 32 items was prepared. These items were divided into four domains, which are(moral purpose, understanding change, relationship building & coherence making and knowledge creation and sharing). The study sample was comprised of 310 senior teachers from both genders from the following educational provinces(Muscat, North Al Batinah, South Al Batinah and Al Dakhliyah).
The study findings show an overall 'medium' score with mean value(3.66) and standard deviation ( 0.87 ) for the reality of change leadership practice by educational supervisors in the four domains. The ranking of these practices came as follows: first: moral purpose, second: knowledge creation & sharing, third: relationship building & coherence making, and fourth: understanding change.
The findings also show that there are no statistical differences attributed to the following variables: educational qualification, educational province and specialization. However, findings also show that there are statistical differences attributed to gender variable in relationship building and coherence making for the females.
Based on these findings, the study proposed some suggestions that may contribute to the development of change leadership skills practice by educational supervisors in government schools in Oman. Among these suggestions, making use of the outcome of research and studies related to the development of supervisory practices and the results of performance reports in determining the training needs of educational supervisors in light of the dimensions of change leadership. With the aim of elevating their skills to lead change and address its challenges. Furthermore, activating a good system of incentives for qualitative initiatives for teachers and educational supervisors and link them to performance reports and promotions. Finally, the study was concluded by suggesting a number of related studies that may be conducted in the future.
