Perceptions of religious Israeli high school principals regarding school climate after the COVID-19 pandemic, and its connection to their management style

Abstract

Purpose

The global COVID-19 crisis posed many managerial and leadership challenges for principals. More specifically, after the crisis passed noticeable changes in school climate manifested and affected principal management style. The present study examined perceptions of principals regarding school climate and its impact on management style. The research literature clearly affirms the profound impact of school climate in terms of the relationship between students and school leaders. The study focused solely on religious high schools because, in Israel, the negative impact of the pandemic was most marked there.

Design/methodology/approach

The study was qualitative in nature, and included semi-structured interviews with 10 religious school principals in Israel. Study participants were asked about the existing school climate and their management style in light of the COVID-19 period.

Findings

This study indicated that positive school climate and interpersonal relationships between principals and students were affected by the COVID-19 crisis. Study participants reported that principals had to work arduously in the post-COVID-19 period to restore and improve positive school climate and consequently their management style also needed altering. Specifically, restoring open lines of communication and a sense of belonging as the main components of the school climate were the main foci of principal work. The principals' management style had to be more open and inclusive to restore a sense of belonging and security among students.

Originality/value

The study highlights the importance of an open and inclusive management style to restore positive school climate after crises.

Citation

Ben Harush, E. (2024), "Perceptions of religious Israeli high school principals regarding school climate after the COVID-19 pandemic, and its connection to their management style", International Journal of Educational Management, Vol. 38 No. 3, pp. 679-692. https://doi.org/10.1108/IJEM-09-2023-0478