This study investigates the relationships between school principals and external stakeholders in Israel's southern district, focusing on the impact of personal, organizational, and environmental characteristics on connections, assistance, satisfaction, and initiative. Israel’s educational landscape is marked by significant socioeconomic, cultural, and geographical diversity, presenting unique challenges and opportunities for school leaders in fostering stakeholder engagement. Using a quantitative research design, 80 principals from elementary and secondary schools participated in a two-part survey. The first section assessed personal, organizational, and environmental characteristics, while the second used four sub-questionnaires to evaluate interactions with 48 external stakeholders. These stakeholders were categorized into formal (e.g., school superintendents), informal (e.g., parents, community organizations), and business entities, and responses were rated on an 8-point Likert scale. Findings show that formal stakeholders, such as school superintendents, have the strongest connections with principals, followed by informal stakeholders and business entities. Female principals reported stronger formal connections, whereas male principals demonstrated greater initiative in engaging business stakeholders. Jewish principals showed stronger business connections than their Arab counterparts. Additionally, school size and socioeconomic status were positively associated with formal and business connections, with autonomous schools showing greater business engagement. Management training and socioeconomic status emerged as the most significant predictors of business initiative. The study highlights the need for targeted efforts to enhance stakeholder engagement in economically disadvantaged areas, particularly in strengthening business relationships and supporting Arab principals. Leadership development and organizational support are critical for fostering effective partnerships tailored to the diverse needs of schools in this region. While the findings provide valuable insights, the study is limited by its geographic focus on southern Israel and the reliance on self-reported data, which may introduce bias. Future research should include additional regions, such as central and northern Israel, and incorporate diverse methodologies to broaden understanding and improve generalizability. This research contributes to the limited literature on principal-stakeholder dynamics in Israel, offering insights into the interplay of personal, organizational, and environmental factors. It underscores the importance of tailored leadership strategies to address the challenges of stakeholder engagement in diverse and resource-constrained educational contexts.
| Published in | International Journal of Education, Culture and Society (Volume 10, Issue 1) |
| DOI | 10.11648/j.ijecs.20251001.15 |
| Page(s) | 41-62 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2025. Published by Science Publishing Group |
School Principals, External Stakeholders, Educational Engagement, Personal Characteristics, Organizational Characteristics, Environmental Characteristics
Characteristic | % | N |
|---|---|---|
Gender - Male | 27.5 | 22 |
Gender - Female | 72.5 | 58 |
Nation - Jewish | 76.3 | 61 |
Nation - Arabic | 23.8 | 19 |
Degree - B.A. | 35.0 | 28 |
Degree - M.A. | 65.0 | 52 |
Managerial Training - Yes | 69.2 | 54 |
Teaching - Yes | 78.8 | 63 |
Teaching - No | 21.3 | 17 |
School Characteristic | % | N |
|---|---|---|
Elementary School | 72.5 | 58 |
Secondary School | 27.5 | 22 |
School Size (up to 8 classes) | 23.8 | 19 |
School Size (9-16 classes) | 41.7 | 33 |
Non-religious School | 72.5 | 58 |
Religious School | 27.5 | 22 |
Integration of Special Students | 83.3 | 67 |
Autonomous School | 27.2 | 34 |
Community School | 20 | 16 |
Special School | 26 | 20.8 |
School Environment Characteristic | % | N |
|---|---|---|
Settlement Size - Low | 25.6 | 20 |
Settlement Size - Medium | 26.9 | 21 |
Settlement Size - High | 47.4 | 37 |
Socioeconomic Status - Low | 43.8 | 35 |
Socioeconomic Status - Medium | 35.0 | 28 |
Socioeconomic Status - High | 21.3 | 17 |
Business Stakeholders | Informal Stakeholders | Formal Stakeholders |
|---|---|---|
Local Media (16) | Parents' Committee (6) | District Inspector at the Ministry of Education (1) |
Restorative Teaching by Private Entities (24) | Parents (7) | Disciplinary Supervisors (2) |
Business-Funded Instructors (28) | School Neighborhood Committee (8) | School Superintendent (3) |
Financial Advisors (36) | Youth Movement (9) | Superintendent of the School Counselor (4) |
Donating Organizations (38) | Municipal library (10) | Local Authority Education Administration (5) |
Private Equipment Rental Companies (41) | Religious Services (13) | Security Services (11) |
Private construction and renovation companies (43) | Cultural Centers (14) | Regional Individual Support Center (12) |
Private After-School Programs (46) | Youth Center (17) | Professional Development Center for Teaching Staff (15) |
Catering Services (47) | National Service (18) | The Psychological Service (19) |
Private Companies for Organizing Educational Events (40) | Foundation for the Encouragement of Education (22) | Health Services (20) |
93% | Afternoon Child Care Facility ((23 | Social Services (21) |
Incremental Programs (27) | Remedial Instruction Funded by the Ministry of Education (25) | |
Teachers who are not Part of the School Staff (31) | Professional Instructors from the Ministry of Education (26) | |
Associate Principals (34) | Institutions of Higher Education Universities and Colleges (29) | |
Environmental Organizations (37) | Students Mentors (30) | |
Voluntary Organizations (42) | Teachers Union (33) | |
Rotary International (44) | Principals in the Community (35) | |
Political Elected Officials (48) | Professional Consultants (39) | |
Students in Teacher Training (45) | Chairman of the Teachers' Union (32) | |
95% | 98% |
%Strong Connections | %Weak Connections | %No Connections | Stakeholders Type |
|---|---|---|---|
80% | 18.80% | 1.30% | School Superintendent (3) |
62.50% | 35% | 2.50% | Social Services (21) |
58.80% | 40% | 1.30% | The Psychological Service (19) |
56.30% | 32.60% | 2.50% | Local Authority Education Administration (5) |
55% | 45% | ---- | Parents' Committee (6) |
55% | 42.50% | 2.50% | Parents (7) |
55% | 42.60% | 1.30% | Professional Instructors from the Ministry of Education (26) |
45% | 50.10% | 5% | Regional Individual Support Center (12) |
45% | 53.80% | 1.30% | Health Services (20) |
37.50% | 60% | 1.30% | Associate Principals (34) |
31.30% | 64.80% | 5% | Security services (11) |
27.50% | 65% | 7.50% | Incremental Programs (27) |
27.50% | 70.10% | 2.50% | Professional Development Center for Teaching Staff (15) |
27.50% | 66.30% | 2.50% | National Service (18) |
26.30% | 76.30% | 2.50% | Private Companies for Organizing Educational Events (40) |
25% | 62.60% | 11.30% | Youth Center (17) |
21.30% | 73.80% | 5% | Remedial Instruction Funded by the Ministry of Education (25) |
20% | 58.80% | 18.80% | Afternoon Child Care Facility ((23 |
20% | 67.60% | 11.30% | Students Mentors (30) |
18.80% | 62.60% | 12.50% | Restorative Teaching by Private Entities (24) |
16.30% | 81.30% | 2.50% | Cultural Centers (14) |
16.30% | 78.80% | 3.80% | Students in Teacher Training (45) |
16.30% | 82.60% | 1.30% | Environmental Organizations (37) |
15% | 85% | ---- | Disciplinary Supervisors (2) |
15% | 83.80% | 1.30% | Superintendent of the School Counselor (4) |
15% | 71.30% | 13.80% | Religious Services (13) |
12.50% | 85.10% | 1.30% | District Inspector at the Ministry of Education (1) |
12.50% | 77.60% | 8.80% | Youth Movement (9) |
12.50% | 83.80% | 3.80% | Donating Organizations (38) |
12.50% | 83.80% | 3.80% | Voluntary Organizations (42) |
11.30% | 77.60% | 11.30% | Business-Funded Instructors (28) |
10% | 83.80% | 2.50% | Professional Consultants (39) |
10% | 80.10% | 7.50% | Private After-School Programs (46) |
10% | 78.80% | 10% | Catering Services (47) |
8.80% | 82.50% | 6.30% | Private Equipment Rental Companies (41) |
8.80% | 83.80% | 7.50% | Principals in the Community (35) |
8.80% | 90.10% | 1.30% | Teachers Union (33) |
7.50% | 75% | 16.30% | School Neighborhood Committee (8) |
7.50% | 78.80% | 11.30% | Foundation for the Encouragement of Education (22) |
7.50% | 88.80% | 5% | Private construction and renovation companies (43) |
7.50% | 81.30% | 11.30% | Institutions of Higher Education Universities and Colleges (29) |
6.30% | 87.60% | 5% | Teachers who are not part of the school staff (31) |
5% | 83.80% | 10% | Local Media (16) |
5% | 86.30% | 7.50% | Financial Advisors (36) |
5% | 92.60% | 2.50% | Chairman of the Teachers' Union (32) |
3.80% | 78.80% | 13.80% | Municipal library (10) |
3.80% | 88.80% | 7.50% | Political Elected Officials (48) |
2.50% | 92.50% | 5% | Rotary International (44) |
%Assistance Strong | %Weak Assistance | %No Assistance | Stakeholders Type |
|---|---|---|---|
62.50% | 32.60% | 1.30% | School Superintendent (3) |
48.80% | 42.50% | 3.80% | Regional Individual Support Center (12) |
48.80% | 45.10% | 2.50% | Cultural Centers (14) |
41.30% | 50% | 5% | Local Authority Education Administration (5) |
37.50% | 56.30% | 1.30% | Social Services (21) |
36.30% | 57.60% | - | Parents (7) |
33.80% | 57.50% | 3.80% | Parents' Committee (6) |
26.30% | 68.80% | 1.30% | Disciplinary Supervisors (2) |
26.30% | 68.80% | 1.30% | Superintendent of the School Counselor (4) |
26.30% | 64% | 3.80% | Private Companies for Organizing Educational Events (40) |
26.30% | 68.80% | 1.30% | Health Services (20) |
23.80% | 68.80% | 3.80% | Remedial Instruction Funded by the Ministry of Education (25) |
23.80% | 71.30% | 11.30% | Professional Instructors from the Ministry of Education (26) |
22.50% | 70.10% | 1.30% | The Psychological Service (19) |
18.80% | 65.10% | 11.30% | Incremental Programs (27) |
17.50% | 70% | 8.80% | National Service (18) |
17.50% | 66.30% | 11.30% | Religious Services (13) |
15% | 77.60% | 1.30% | District Inspector at the Ministry of Education (1) |
13.80% | 73.80% | 8.80% | Security services (11) |
12.50% | 75% | 8.80% | Students Mentors (30) |
12.50% | 78.80% | 3.80% | Associate Principals (34) |
11.30% | 72.50% | 10% | Restorative Teaching by Private Entities (24) |
10% | 75.10% | 1.30% | Professional Development Center for Teaching Staff (15) |
10% | 80.10% | 6.30% | Youth Center (17) |
10% | 76.30% | 10% | Afternoon Child Care Facility ((23 |
10% | 78.80% | 6.30% | Institutions of Higher Education Universities and Colleges (29) |
10% | 77.60% | 6.30% | Donating Organizations (38) |
8.80% | 78.80% | 7.50% | Municipal library (10) |
8.80% | 81.30% | 6.30% | Business-Funded Instructors (28) |
8.80% | 82.80% | 6.30% | Environmental Organizations (37) |
7.50% | 83.80% | 5% | Voluntary Organizations (42) |
7.50% | 80.10% | 8.80% | Catering Services (47) |
6.30% | 78.80% | 11.30% | School Neighborhood Committee (8) |
6.30% | 86.30% | 2.50% | Teachers who are not part of the school staff (31) |
5% | 90% | ---- | Chairman of the Teachers' Union (32) |
5% | 80.10% | 10% | Principals in the Community (35) |
5% | 82.50% | 8.80% | Financial Advisors (36) |
5% | 85% | 6.30% | Private Equipment Rental Companies (41) |
5% | 78.80% | 11.30% | Private After-School Programs (46) |
3.80% | 88.80% | 2.50% | Teachers Union (33) |
3.80% | 83.80% | 8.80% | Rotary International (44) |
3.80% | 88.80% | 3.80% | Students in Teacher Training (45) |
3.80% | 81.30% | 10% | Political Elected Officials (48) |
2.50% | 85.10% | 8.80% | Local Media (16) |
2.50% | 87.50% | 5% | Professional Consultants (39) |
2.50% | 86.30% | 6.30% | Private construction and renovation companies (43) |
2.40% | 85.20% | 6.20% | Youth Movement (9) |
2.30% | 85.10% | 6.10% | Foundation for the Encouragement of Education (22) |
%Strong Satisfaction | %Weak Satisfaction | %No Satisfaction | Stakeholders Type |
|---|---|---|---|
50% | 41.30% | 1.30% | School Superintendent (3) |
35% | 51.20% | 6.30% | Local Authority Education Administration (5) |
28.80% | 60% | 2.50% | National Service (18) |
26.30% | 61.30% | 5% | Professional Consultants (39) |
23.80% | 61.30% | 2.50% | Religious Services (13) |
22.50% | 63.80% | 1.30% | Health Services (20) |
22.50% | 61.30% | 7.50% | Professional Instructors from the Ministry of Education (26) |
20% | 68.80% | 1.30% | Parents' Committee (6) |
20% | 68.80% | 3.80% | Restorative Teaching by Private Entities (24) |
20% | 55.10% | 16.30% | Regional Individual Support Center (12) |
18.80% | 71.30% | 2.50% | Disciplinary Supervisors (2) |
17.50% | 72.60% | 2.50% | Students in Teacher Training (45) |
17.50% | 72% | 2.50% | Chairman of the Teachers' Union (32) |
17.50% | 71.30% | 2.50% | Security services (11) |
17.50% | 66.30% | 5% | Municipal library (10) |
16.30% | 76.30% | ------ | The Psychological Service (19) |
16.30% | 72.50% | 2.50% | Teachers who are not part of the school staff (31) |
16.30% | 67.50% | 5% | District Inspector at the Ministry of Education (1) |
16.30% | 65.10% | 11.30% | Environmental Organizations (37) |
16.30% | 61.30% | 13.80% | Catering Services (47) |
16.30% | 57.60% | 11.30% | Political Elected Officials (48) |
15% | 76.30% | 1.30% | Financial Advisors (36) |
15% | 70% | 7.50% | Superintendent of the School Counselor (4) |
15% | 70% | 7.50% | Private Equipment Rental Companies (41) |
15% | 65% | 12.50% | Youth Movement (9) |
13.80% | 67.50% | 11.30% | Incremental Programs (27) |
13.80% | 63.80% | 13.80% | Associate Principals (34) |
13.30% | 57.60% | 17.50% | Principals in the Community (35) |
12.50% | 72.50% | 7.50% | Business-Funded Instructors (28) |
12.50% | 72.50% | 6.30% | Rotary International (44) |
12.50% | 68.80% | 11.30% | Youth Center (17) |
12.50% | 65% | 13.80% | Afternoon Child Care Facility ((23 |
12.50% | 61.30% | 13.80% | Private Companies for Organizing Educational Events (40) |
11.30% | 68.80% | 11.30% | Professional Development Center for Teaching Staff (15) |
10% | 78.80% | 2.50% | School Neighborhood Committee (8) |
10% | 70.10% | 12.50% | Private After-School Programs (46) |
8.80% | 70% | 13.80% | Students Mentors (30) |
7.50% | 81.30% | 2.50% | Teachers Union (33) |
7.50% | 75.10% | 10% | Institutions of Higher Education Universities and Colleges (29) |
6.30% | 73.80% | 7.50% | Donating Organizations (38) |
6.30% | 68.80% | 15% | Social Services (21) |
5% | 80.10% | 6.30% | Local Media (16) |
5% | 70.10% | 17.50% | Parents (7) |
3.80% | 82.50% | 6.30% | Remedial Instruction Funded by the Ministry of Education (25) |
3.80% | 67.50% | 12.50% | Private construction and renovation companies (43) |
2.50% | 88.80% | 1.30% | Cultural Centers (14) |
2.50% | 76.30% | 11.30% | Voluntary Organizations (42) |
2.30% | 75.30% | 11.10% | Foundation for the Encouragement of Education (22) |
%Strong Initiative | %Weak Initiative | %No Initiative | Stakeholders Type |
|---|---|---|---|
46.30% | 31.30% | 2.50% | School Superintendent (3) |
37.50% | 40.10% | 2.50% | The Psychological Service (19) |
32.50% | 47.60% | ---- | Parents' Committee (6) |
31.30% | 46.30% | 2.50% | Social Services (21) |
30% | 47.50% | 1.30% | Parents (7) |
28.80% | 47.50% | 2.50% | Local Authority Education Administration (5) |
26.30% | 48.80% | 5% | Private Companies for Organizing Educational Events (40) |
22.50% | 53.80% | 1.30% | Cultural Centers (14) |
21.30% | 40.10% | 8.8 | National Service (18) |
20% | 56.30% | 3.80% | Donating Organizations (38) |
16.30% | 52.60% | 10% | Religious Services (13) |
15% | 62.50% | 1.30% | Incremental Programs (27) |
13.80% | 63.80% | 1.30% | Superintendent of the School Counselor (4) |
12.50% | 66.30% | ---- | Youth Movement (9) |
12.50% | 65.10% | 1.30% | Remedial Instruction Funded by the Ministry of Education (25) |
12.50% | 60.10% | 7.50% | Students Mentors (30) |
10% | 68.80% | 1.30% | Regional Individual Support Center (12) |
10% | 68.80% | 1.30% | Professional Instructors from the Ministry of Education (26) |
10% | 68.80% | 1.30% | Associate Principals (34) |
10% | 68.80% | 1.30% | Environmental Organizations (37) |
10% | 66.30% | 1.30% | Disciplinary Supervisors (2) |
10% | 63.80% | 2.50% | Security services (11) |
10% | 57.50% | 12.50% | Catering Services (47) |
8.80% | 67.60% | 3.80% | Students in Teacher Training (45) |
8.80% | 62.60% | 7.50% | Private Equipment Rental Companies (41) |
7.50% | 72.60% | ---- | Professional Development Center for Teaching Staff (15) |
7.50% | 71.30% | 1.30% | Voluntary Organizations (42) |
7.50% | 67.60% | 5% | Business-Funded Instructors (28) |
7.50% | 65.10% | 7.50% | Political Elected Officials (48) |
6.30% | 73.80% | ---- | Health Services (20) |
6.30% | 72.50% | 1.30% | Chairman of the Teachers' Union (32) |
6.30% | 71.30% | 1.30% | Institutions of Higher Education Universities and Colleges (29) |
6.30% | 67.50% | 3.80% | Youth Center (17) |
6.30% | 65% | 8.80% | Rotary International (44) |
5% | 73.80% | 1.30% | Restorative Teaching by Private Entities (24) |
5% | 67.50% | 7.50% | Principals in the Community (35) |
3.80% | 75% | 1.30% | Professional Consultants (39) |
3.80% | 70.10% | 6.30% | Private construction and renovation companies (43) |
2.50% | 76.30% | 1.3 | District Inspector at the Ministry of Education (1) |
2.50% | 71.30% | 5% | Local Media (16) |
2.50% | 70% | 7.50% | Financial Advisors (36) |
2.50% | 68.80% | 7.50% | Private After-School Programs (46) |
2.50% | 62.60% | 13.80% | School Neighborhood Committee (8) |
1.30% | 75.10% | 1.30% | Teachers who are not part of the school staff (31) |
1.30% | 73.80% | 3.80% | Teachers Union (33) |
1.30% | 70.80% | 8.80% | Afternoon Child Care Facility ((23 |
---- | 65.10% | 13.80% | Municipal library (10) |
---- | 61.50% | 13.50% | Foundation for the Encouragement of Education (22) |
Stakeholder Type | % Strong Connections | % Strong Assistance | % Strong Satisfaction | % Strong Initiative |
|---|---|---|---|---|
School Superintendent (3) | 80% | 62.5% | 50% | 46.3% |
Social Services (21) | 62.5% | 37.5% | 28.8% | 31.3% |
Parents' Committee (6) | 55% | 33.8% | 20% | 32.5% |
Professional Instructors from Ministry (26) | 55% | 23.8% | 22.5% | 10% |
Private Companies for Organizing Events (40) | 26.3% | 26.3% | 12.5% | 26.3% |
Stakeholder Type | Connections (M, SD) | Assistance (M, SD) | Satisfaction (M, SD) | Initiative (M, SD) |
|---|---|---|---|---|
Formal Stakeholders | 4.00 (0.81) | 3.78 (1.04) | 3.63 (1.09) | 3.59 (0.98) |
Informal Stakeholder | 3.59 (0.78) | 3.17 (1.07) | 3.37 (1.04) | 3.26 (1.03) |
Business Stakeholder | 2.64 (1.01) | 2.57 (1.22) | 3.08 (1.19) | 2.67 (1.25) |
Dimension | Age (M, SD) | Experience (M, SD) | Gender (M, SD) | Ethnicity (M, SD) | F (1,55) |
|---|---|---|---|---|---|
Connection (Formal) | 3.70 (.91) 4.01 (.72) (15+ years) | 3.58 (.75) 4.04 (.66) (F) | 3.92 (.67) 3.58 (.78) (J) | 4.04 (.69) (F) | 5.01* |
Connection (Business) | 2.63 (1.11) 2.77 (1.01) | 2.88 (1.09) (J) | 1.98 (.34) (A) | - | |
Assistance (Formal) | 3.58 (1.02) (M) 4.12 (.89) (J) | 3.75 (1.09) | 3.40 (1.13) (F) 3.64 (1.13) | 2.56 (.81) (A) | 3.95* |
Satisfaction (Formal) | 3.63 (1.21) 3.78 (.95) (F) | 3.62 (1.04) | 3.48 (1.13) 4.01 (J) | 8.41* | |
Initiative (Business) | 2.67 (1.22) 2.55 (1.18) | 3.15 (1.18) (M) | 3.05 (.99) (J) | 3.77* |
Personal Characteristic | Formal Connection (M, SD) | Business Initiative (M, SD) | Formal Satisfaction (M, SD) | F (1,55) |
|---|---|---|---|---|
Age (15+ years) | 4.01 (,71) | 3.77 (,95) | 3.70 (,88) | 6.01* |
Experience (15+ years) | 3.98 (,66) | 3.65 (,78) | 3.80 (,91) | 7.10* |
Gender (Female) | 4.04 (,78) | 3.25 (1.12) | 3.78 (1.13) | 5.01* |
Ethnicity (Jewish) | 3.92 (,55) | 3.18 (1.08) | 3.67 (1.10) | 4.71* |
Predictor Variable | Formal Connection (b, β) | Informal Connection (b, β) | Business Connection (b, β) |
|---|---|---|---|
School Size | 0.41, 0.45** | 0.37, 0.40* | 0.29, 0.30** |
Socioeconomic Status | 0.16, 0.18* | 0.27, 0.30* | 0.30, 0.35** |
Type of School (Autonomy) | 0.35, 0.35** | 0.28, 0.28** | 0.31, 0.31** |
Predictor Variable | Formal Connection (β) | Informal Connection (β) | Business Connection (β) |
|---|---|---|---|
Gender | 0.12* | -0.36** | 0.12 |
School Size | 0.45** | 0.40** | 0.30** |
Socioeconomic Status | 0.18* | 0.30* | 0.35** |
Type of School (Autonomy) | 0.35** | 0.28** | 0.31** |
Predictor Variable | Formal Initiative (β) | Informal Initiative (β) | Business Initiative (β) |
|---|---|---|---|
Gender | 0.32** | 0.12 | 0.34** |
Management Training | 0.44** | 0.30* | 0.34** |
Socioeconomic Status | 0.35** | 0.28* | 0.32** |
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APA Style
Yarden, G. (2025). Principals and External Stakeholders: The Influence of Personal, Organizational and Environmental Characteristics. International Journal of Education, Culture and Society, 10(1), 41-62. https://doi.org/10.11648/j.ijecs.20251001.15
ACS Style
Yarden, G. Principals and External Stakeholders: The Influence of Personal, Organizational and Environmental Characteristics. Int. J. Educ. Cult. Soc. 2025, 10(1), 41-62. doi: 10.11648/j.ijecs.20251001.15
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Download@article{10.11648/j.ijecs.20251001.15,
author = {Gali Yarden},
title = {Principals and External Stakeholders: The Influence of Personal, Organizational and Environmental Characteristics},
journal = {International Journal of Education, Culture and Society},
volume = {10},
number = {1},
pages = {41-62},
doi = {10.11648/j.ijecs.20251001.15},
url = {https://doi.org/10.11648/j.ijecs.20251001.15},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijecs.20251001.15},
abstract = {This study investigates the relationships between school principals and external stakeholders in Israel's southern district, focusing on the impact of personal, organizational, and environmental characteristics on connections, assistance, satisfaction, and initiative. Israel’s educational landscape is marked by significant socioeconomic, cultural, and geographical diversity, presenting unique challenges and opportunities for school leaders in fostering stakeholder engagement. Using a quantitative research design, 80 principals from elementary and secondary schools participated in a two-part survey. The first section assessed personal, organizational, and environmental characteristics, while the second used four sub-questionnaires to evaluate interactions with 48 external stakeholders. These stakeholders were categorized into formal (e.g., school superintendents), informal (e.g., parents, community organizations), and business entities, and responses were rated on an 8-point Likert scale. Findings show that formal stakeholders, such as school superintendents, have the strongest connections with principals, followed by informal stakeholders and business entities. Female principals reported stronger formal connections, whereas male principals demonstrated greater initiative in engaging business stakeholders. Jewish principals showed stronger business connections than their Arab counterparts. Additionally, school size and socioeconomic status were positively associated with formal and business connections, with autonomous schools showing greater business engagement. Management training and socioeconomic status emerged as the most significant predictors of business initiative. The study highlights the need for targeted efforts to enhance stakeholder engagement in economically disadvantaged areas, particularly in strengthening business relationships and supporting Arab principals. Leadership development and organizational support are critical for fostering effective partnerships tailored to the diverse needs of schools in this region. While the findings provide valuable insights, the study is limited by its geographic focus on southern Israel and the reliance on self-reported data, which may introduce bias. Future research should include additional regions, such as central and northern Israel, and incorporate diverse methodologies to broaden understanding and improve generalizability. This research contributes to the limited literature on principal-stakeholder dynamics in Israel, offering insights into the interplay of personal, organizational, and environmental factors. It underscores the importance of tailored leadership strategies to address the challenges of stakeholder engagement in diverse and resource-constrained educational contexts.},
year = {2025}
}
TY - JOUR T1 - Principals and External Stakeholders: The Influence of Personal, Organizational and Environmental Characteristics AU - Gali Yarden Y1 - 2025/02/10 PY - 2025 N1 - https://doi.org/10.11648/j.ijecs.20251001.15 DO - 10.11648/j.ijecs.20251001.15 T2 - International Journal of Education, Culture and Society JF - International Journal of Education, Culture and Society JO - International Journal of Education, Culture and Society SP - 41 EP - 62 PB - Science Publishing Group SN - 2575-3363 UR - https://doi.org/10.11648/j.ijecs.20251001.15 AB - This study investigates the relationships between school principals and external stakeholders in Israel's southern district, focusing on the impact of personal, organizational, and environmental characteristics on connections, assistance, satisfaction, and initiative. Israel’s educational landscape is marked by significant socioeconomic, cultural, and geographical diversity, presenting unique challenges and opportunities for school leaders in fostering stakeholder engagement. Using a quantitative research design, 80 principals from elementary and secondary schools participated in a two-part survey. The first section assessed personal, organizational, and environmental characteristics, while the second used four sub-questionnaires to evaluate interactions with 48 external stakeholders. These stakeholders were categorized into formal (e.g., school superintendents), informal (e.g., parents, community organizations), and business entities, and responses were rated on an 8-point Likert scale. Findings show that formal stakeholders, such as school superintendents, have the strongest connections with principals, followed by informal stakeholders and business entities. Female principals reported stronger formal connections, whereas male principals demonstrated greater initiative in engaging business stakeholders. Jewish principals showed stronger business connections than their Arab counterparts. Additionally, school size and socioeconomic status were positively associated with formal and business connections, with autonomous schools showing greater business engagement. Management training and socioeconomic status emerged as the most significant predictors of business initiative. The study highlights the need for targeted efforts to enhance stakeholder engagement in economically disadvantaged areas, particularly in strengthening business relationships and supporting Arab principals. Leadership development and organizational support are critical for fostering effective partnerships tailored to the diverse needs of schools in this region. While the findings provide valuable insights, the study is limited by its geographic focus on southern Israel and the reliance on self-reported data, which may introduce bias. Future research should include additional regions, such as central and northern Israel, and incorporate diverse methodologies to broaden understanding and improve generalizability. This research contributes to the limited literature on principal-stakeholder dynamics in Israel, offering insights into the interplay of personal, organizational, and environmental factors. It underscores the importance of tailored leadership strategies to address the challenges of stakeholder engagement in diverse and resource-constrained educational contexts. VL - 10 IS - 1 ER -
School of Teacher Training, Talpiot College, Holon, Israel
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