(The Impact of Organizational Pride on Creativity: The Example of Private School Teachers)
Keywords:
Organizational Pride, Emotional Pride, Attitudinal PrideAbstract
Purpose – The aim of this study is to determine the effects of organizational pride on creativity on private school teachers. Examining the impact of organizational pride on creativity is important both for the development of teachers and for the development of students. Design/methodology/approach – Quantitative research method was used in the research. Private schools were selected in the central districts of Samsun to research. The sample of this research is 276 volunteer participants from 32 schools where necessary permissions can be obtained from these private schools. Convenience sampling method was used in this research. Findings – After the suitability, validity, and reliability analyzes of the scales that were adapted to collect data, the research variables were found to have positive and significant relationships with each other. Regression analysis was carried out to test the research model and research hypotheses created in the light of the literature. According to the results, hypotheses has been verified. Based on the results of the hypothesis tests; emotional pride affects attitudional pride significantly and positively, emotional pride affects creativity significantly and positively, and attitudional pride affects creativity significantly and positively. Discussion – Teaching is a profession that tries to provide all kinds of development of individuals and bring their creativity to the forefront. The ability of teachers to use their creativity is very important in terms of being a role model for their students in terms of creativity. One of the critical factors for sustainable success is organizational pride. It can be argued that a teacher who takes pleasure and pride in being a part of the institution or the success of his institution can be a sensitive "creative teacher" who attaches importance to change, development and innovation.
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