English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

Organizational power exploitation and development has received broad attention from the fields of business world and educational settings in the last two decades. A series of previous studies individually revealed that organizational power was related to its members' intrapersonal factors and external ones, such as self concept, mental health, organizational trust, and manifest needs. However, these four factors concurrently rather than individually exist, in the realistic world, and make integrative instead of separate influences on organizational power. Therefore, curiosity occurs that how do these factors coexist and interact in the process of developing the sense of organizational power? A sample of 250 elementary school leaders were investigated employing five standard instruments with high reliabilities and validities. These data were analyzed, taking the path analysis and structural equation model analysis, to answer the research questions. Resultant imperative findings included: 1. These five factors were disclosed to be coexistent with and interdependent on one another; 2. Self-concept plays a fundamental factor to nurture their mental health, inspire their manifest needs, and facilitate their organizational trust in a spiral route; and 3. Individuals' organizational trust is the dominant factor manipulating the intensity of organizational power to school leaders while comprehensively considering all influential factors. These crucial findings conclusively instigated some suggestions to further enhance organizational power. Some ones also addressed research methods and rationales in future studies to build profound understanding on the development and improvement of organizational power in terms of theories and practices.

A Factorial Analysis on Organizational Power Construction — From the Perspectives of School Leaders in Taiwan