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European Journal of Education Studies ISSN: 2501 - 1111 ISSN-L: 2501 - 1111 Available on-line at: www.oapub.org/edu Volume 3 │ Issue 12 │ 2017 doi: 10.5281/zenodo.1098030 SCALE DEVELOPMENT AND INITIAL TESTS OF THE MULTIDIMENSIONAL COMPLEX ADAPTIVE LEADERSHIP SCALE FOR SCHOOL PRINCIPALS: AN EXPLORATORY MIXED METHOD STUDY i Hamit Özen1ii, Selahattin Turan2 1 PhD, Eskisehir Osmangazi University, Faculty of Education, Eskisehir, Turkey 2 PhD, Bursa, Turkey Abstract: This study was designed to develop a scale and examine its psychometric properties to offer a new complex adaptive leadership for school principals (CAL-SP). This was an exploratory mixed method research. Both qualitative and quantitative methods were used to develop and assess psychometric properties of the questionnaire. This study introduces the construct of complex adaptive school leadership, which comprises three dimensions: enabling leadership, managerial leadership and adaptive leadership. The scale shows internal consistency, reliability, construct validity and nomological validity explaining that the instrument had a good structure and reliability. Directions for future research and managerial implications of the new construct are discussed. Keywords: school principal, complexity theory, complex adaptive leadership, complex adaptive systems, education 1. Introduction It is a platitude that we live in a time of change (Handy, 1994) at schools; moreover, it might be said that organizational reality of school is characterized by the dynamics such Paper presented at The International Society for Educational Planning (ISEP) 45th Annual Meeting, October 7-10, 2015 Baltimore, Maryland, USA. i Copyright © The Author(s). All Rights Reserved. © 2015 – 2017 Open Access Publishing Group 37 Hamit Özen, Selahattin Turan SCALE DEVELOPMENT AND INITIAL TESTS OF THE MULTIDIMENSIONAL COMPLEX ADAPTIVE LEADERSHIP SCALE FOR SCHOOL PRINCIPALS: AN EXPLORATORY MIXED METHOD STUDY as volatility, complexity, change and nonlinearity which are driven by powerful sets of technological, social, political and economic forces (Sinha, 1981). A failure to recognize and examine these new dynamics may have some implications for school and its partners (Blandin, 2008). As Peter Drucker (2012) has written, a time of change may be a dangerous time if the leaders feel a temptation to deny reality. Educational leaders guessed long that main responsibility of education was to narrate knowledge to students. It was like that in the past but it is not now (Schlechty, 2001). The explosion of knowledge about the brain and the nature of learning, combined with the growing power of technology, create the potential to transform even the most fundamental unit of education; the interaction of the teacher and the learner. Moreover, huge social changes, such as growing diversity and population mobility, present educators with new and constantly changing circumstances (OECD 2003; OECD, 2008). Traditional organizational theorists describe schools in terms of their looselycoupled structures (Weick, 1969), dealing with the tendency in schools for teachers to operate fair independently within their four classroom walls. This independence can be beneficial in some cases, because it minimizes the degree to which disruptions in one classroom might cascade through the system. But this same loose coupling also minimizes the degree to which great ideas and innovations propagate throughout the organization (Yamashiro, 2006). In addition, often by necessity, organizational researchers tend to look at an organization by breaking it down into parts; for example, studies that focus primarily on the qualities of the leadership style of the school principals. This way of examining systems may risk missing the relationships between the parts (Reckase, 2004). What might be insignificant to traditional organizational theorists may be crucial elements in the system’s interactive network and its relationship with the surrounding environment in a collective behavior of the partners. For viewing / downloading the full article, please access the following link: https://oapub.org/edu/index.php/ejes/article/view/1284 European Journal of Education Studies - Volume 3 │ Issue 12 │ 2017 38