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All Journal International Journal of Evaluation and Research in Education (IJERE) Indonesian Journal of Social Sciences
Issah, Mohammad
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Humanities Education Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Public Health Social Sciences

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Practices of distributed leadership in two Islamic secondary schools Amin, Syed Nazmul; Musah, Mohammed Borhandden; Tahir, Lokman Mohd; Farah, Adnan Mohammad; Al-Hudawi, Shafeeq Hussain Vazhathodi; Issah, Mohammad; Abdallah, Asma Khaleel
International Journal of Evaluation and Research in Education (IJERE) Vol 13, No 5: October 2024
Publisher : Institute of Advanced Engineering and Science

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.11591/ijere.v13i5.27423

Abstract

Purpose-distributed leadership (DL) continues to draw practitioners and researchers’ attention in the context of education leadership as early as the 21st century. While an increasing amount of literature strongly advises principals to shift toward DL practices, there is a paucity of studies that indicate the extent to which this shift is taking place in practice across Islamic secondary schools. Consequently, this study investigates the distributed of leadership practices of two Islamic secondary schools located in two different countries. Design/methodology/approach-the study uses a collective case study methodology with a mixed-method approach, and collected data from 30 school teachers and interviews six school teachers. Findings-the findings reveal that both selected Islamic secondary schools have a definite hierarchy decided by top management. The findings also indicate that when leadership roles are distributed among classroom teachers, the schools do not seem to have fixed criteria. In addition, the findings illustrate that novice teachers are slowly given responsibilities and prepared to take on leadership roles. Implications–the findings could serve as a supportive literature in practicing DL across Islamic secondary schools to reduce the workload of headteachers. The findings further link DL to the development of a professional learning community though teacher leadership. Originality/value–The significance and originality of this research arguably falls along the fact that; it is the first of its kind to empirically investigate DL practices across Islamic secondary schools in two different geographical locations.
Effects of compensation, informal organization, and commitment on employee retention and productivity in selected banks Ashanti Region, Ghana: The moderating role of job satisfaction Panin, Rosina Owusu; Kamil, Naail Mohammed; Musah, Mohammed Borhandden; Zakari, Mariama; Issah, Mohammad
Indonesian Journal of Social Sciences Vol. 16 No. 1 (2024)
Publisher : Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/ijss.v16i1.48547

Abstract

In the new global economy, employee productivity has become a central issue of study. The financial services sector in Ghana has garnered significant attention in recent years. Given the growing inefficiencies in the Ghanaian banking industry, which has resulted in the revocation of operational licenses for some banks, this study aims to examine the impact of compensation, informal organization, and commitment on employee retention and productivity. Additionally, the study seeks to explore the moderating role of job satisfaction in selected private and public banks in the Ashanti region. The study utilized a quantitative research approach, sampling 270 respondents from the selected public and private banks in the Ashanti Region using a simple random sampling technique. For data analysis, the study employed multiple linear regression and utilized the PROCESS MACRO for SPSS version 25. The findings indicate that compensation, commitment, and informal organization exert a positive influence on employee retention, thereby affecting productivity. Furthermore, the study revealed that job satisfaction significantly moderates the relationship between compensation and employee retention, but it does not significantly moderate the relationship between informal organization and employee retention. Similarly, job satisfaction does not significantly moderate the relationship between commitment and employee retention.
Co-Authors Abdallah, Asma Khaleel Al-Hudawi, Shafeeq Hussain Vazhathodi Amin, Syed Nazmul Farah, Adnan Mohammad Kamil, Naail Mohammed Musah, Mohammed Borhandden Panin, Rosina Owusu Tahir, Lokman Mohd Zakari, Mariama