This study investigates how learning-oriented school cultures, conceptualized through the Schools as Learning Organizations (SLO) framework, relate to teacher self-efficacy, job satisfaction, and work effectiveness in primary schools within a centralized education system. While these constructs have received considerable attention in the literature, they have rarely been examined together within a unified organizational learning perspective, particularly in contexts marked by limited school autonomy. Using a cross-sectional survey design, data were collected from 94 teachers in nine public primary schools, alongside aggregated student ratings of instructional effectiveness from 364 pupils. The findings showed that learning-oriented school cultures were positively associated with teacher self-efficacy, job satisfaction, and work effectiveness. Teacher self-efficacy also partially mediated the relationship between SLO conditions and both job satisfaction and work effectiveness. These findings indicate that learning-oriented school cultures may strengthen teacher outcomes directly and indirectly by reinforcing teachers’ sense of efficacy. Thus, the role of school leadership in cultivating collaborative and inquiry-oriented professional environments is particularly important  

Teacher-targeted victimization remains an under-integrated dimension of school violence research. This systematic review follows PRISMA 2020 guidelines and synthesizes 56 empirical studies (2015–2026) examining how teacher-targeted victimization is conceptualized and analyzed. The review maps patterns in geographic distribution, methodology, behavioral aggression forms, perpetrator framing, and the integration of institutional variables. Findings reveal the predominance of quantitative cross-sectional designs (75.9%). Physical (n = 28) and verbal aggression (n = 26) are the most frequently examined forms, with over half of the studies conceptualizing aggression as exclusively student-perpetrated. Institutional and governance variables remain limited: 84.8% of studies include no institutional variables beyond exposure or rely solely on general school climate indicators, while governance-level constructs appear in only one study. Drawing on Organizational Justice Theory and Institutional Theory, the review advances a Multilevel Institutional Accountability Model that conceptualizes teacher-directed aggression across behavioral exposure, institutional processing, and governance architecture. The findings highlight the need for greater integration of institutional and governance variables in future research.  

This qualitative study examines how leadership and organizational dynamics cultivate lecturers’ readiness for change in higher education. Drawing on transformational leadership theory, it explores the interconnected influence of leadership style, organizational culture, and perceived organizational support on 20 English-language lecturers in an Israeli college that has recently faced multiple overlapping changes: the national transition to CEFR-aligned instruction, the shift to online teaching during the COVID-19 pandemic, and the institutional and emotional disruptions caused by wartime conditions. Interview transcripts were analyzed using a thematic content-analysis approach. Findings reveal that lecturers’ openness to reform was strengthened by leadership characterized by competence, emotional intelligence, and accessibility; by a communicative and developmental organizational culture; and by perceived institutional care and support. Together, these dimensions fostered a sense of secure attachment to the organization-an underexplored relational mechanism linking leadership and readiness for change. The study contributes to leadership theory by proposing that Attachment Theory offers a valuable interpretive lens for understanding how relational trust and emotional security may support adaptive capacity in educational institutions. Implications are discussed for leaders seeking to sustain reform during crisis and instability through relational, emotionally attuned leadership practices.