Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Junaid Rafiq ◽  
Prof. Congman Rao
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Junaid Rafiq ◽  
Prof. Congman Rao
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Prof. Congman Rao ◽  
Junaid Rafiq
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

Principal Leadership Style and Teacher Job Performance: Evidence from Pakistan

2019 ◽  
Author(s):  
Atif Saleem ◽  
Sarfraz Aslam ◽  
Prof. Congman Rao ◽  
Muhammad Junaid
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Democratic Leadership ◽  
Principal Leadership Style ◽  
Autocratic Leadership ◽  
Laissez Faire

<p>The study intentions were to examine the correlation and impact of the style of leadership of the principals on job performance of the teachers of secondary school in private sector in Lahore district, Pakistan. It is correlational study in terms of research design. The data was collected from 106 principals and 543 teachers of secondary schools in private sector in Lahore district through adapted instrument. The first tool of the instrument “Principal Leadership Style Questioner (PLSQ) had cronbach alphas of 0.834 for autocratic leadership sub-scale, 0.764 for democratic leadership sub-scale and 0.861 for laissez-faire leadership sub-scale. The Second tool of the instrument “Teacher Job Performance Questioner” (TJPQ) had Cronbach alpha of 0.816. The research question and hypotheses were tested by using percentage, multiple regression, Pearson correlation at the level of p<0.05 significance. The statistics attesting 57.3% variation in teachers’ job performance was due to mutual contribution of principals’ autocratic leadership, democratic leadership and laissez-faire leadership styles. The most commonly employed principals’ leadership style was autocratic leadership in secondary school in private sector in the district. It had statistically significant and strong positive impact on teachers’ performance in the studied area. Whereas reciprocal impact in case of laissez-faire. The principal suggestion was that the school principals should be trained to learn the mixture usage of autocratic and democratic leadership styles wisely in diverse situations and work settings in secondary schools in private sector in the district Lahore, Pakistan.</p>

Principals’ leadership styles and teachers’ job performance: Evidence from Edo State, Nigeria

2018 ◽  
Vol 47 (6) ◽  
pp. 909-924 ◽  
Author(s):  
OS Imhangbe ◽  
RE Okecha ◽  
J Obozuwa
Keyword(s):  
Secondary School ◽  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Secondary School Teachers ◽  
Positive Influence ◽  
School Teachers ◽  
Democratic Leadership ◽  
Laissez Faire ◽  
Senior Secondary

This study investigated the relationship between principals’ leadership styles and secondary school teachers’ job performance in Edo Central Senatorial District, Nigeria. A correlational design was adopted for the study. Two adapted questionnaires titled “Principals’ Leadership Style Questionnaire” (PLESQUE) and “Teachers’ Job Performance Questionnaire” (TEJOPAQ) were administered to teachers and principals drawn from a population of 397 senior secondary school teachers and 69 principals in the Senatorial District respectively. The Cronbach alphas for the three sub-scales in PLESQUE were .710, .883 and .848 for democratic, autocratic and laissez-faire leadership styles respectively, while the Cronbach alpha for TEJOPAQ was .882 for teachers’ job performance. Percentages, multiple regression and Pearson product-moment correlation were used to test the hypotheses at the .05 level of significance. Results showed that democratic, autocratic and laissez-faire leadership styles jointly contributed about 68.3% variations in the job performance of teachers, while democratic and laissez-faire leadership styles had the most prominent positive influence on teachers’ job performance in the area of study. It was recommended, amongst other things, that the use of a democratic leadership style should be encouraged among the principals of senior secondary schools in the district.

scholarly journals The effect of leadership styles on improving communication method among academic administrators

2021 ◽  
Vol 16 (1) ◽  
pp. 396-410
Author(s):  
Reema Mahmoud Abod AlOqlah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Faculty Members ◽  
Academic Administrators ◽  
Democratic Leadership ◽  
The Third ◽  
Communication Method ◽  
Autocratic Leadership ◽  
Laissez Faire ◽  
Communication Methods

This study aimed at exploring the effect of leadership styles on improving communication methods in Saudi universities from the perspective of faculty members. Four-hundred questionnaires were distributed to faculty members in the Saudi universities, 313 questionnaires were valid for analysis. The results showed that the most common leadership style among academic administrators in Saudi universities is the democratic style, followed by the laissez-faire leadership style, while the autocratic leadership style came in the third and last rank. Also, the results showed that one of the most common methods of communication is non-verbal communication related to symbols, movements, and expressions. in addition, the results revealed a significant effect was found positive of democratic leadership style on a communication method and a negative significant effect was found of autocratic leadership style and laissez-faire leadership style on communication method.  Keywords: Leadership style, Communication method, Faculty Members, Academic Administrators

A Study of Leadership Style on Employees' Performance in some Selected Private Universities in Ghana

2019 ◽  
Vol 43 ◽  
pp. 157-167
Author(s):  
Juliana Serwaa Andoh ◽  
Benjamin Ghansah
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Academic Staff ◽  
Private Universities ◽  
Organizational Goals ◽  
Democratic Leadership ◽  
University College ◽  
Laissez Faire

Evolving structures and systems in higher education institutions require leaders who can provide direction, implement plans, and motivate people towards greater performance that meets or surpasses organizational goals. The authors in this study sought to ascertain the relationship between leadership styles and job performance among academic staff working in three (3) selected private universities in Ghana. A sample size of 114 was drawn from a total population size of 160 staff from Data Link Institute, Fountainhead University College and Presbyterian University College. Stratified random sampling method was used to gather data from respondents. Using three different hypotheses that were stated and tested with linear regression and Pearson’s Product Moment Correlation, the study revealed that leadership styles have direct effect on job performance. In particular, democratic leadership style showed a significant impact on the employee’s performance while autocratic and laissez-faire leadership styles demonstrated less or no significant impact on the employee performance. The authors proceed to discuss the implications of the study by way theory, practice and future study. Additionally, we recommended among other things that the use of autocratic and laissez-faire leadership styles should be reduced in practice since they have the proclivity of stifling the overall organization performance.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER

2020 ◽  
Vol 5 (12) ◽  
pp. 27-52
Author(s):  
Omkar Dastane
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Multinational Corporations ◽  
Online Survey ◽  
Employee Performance ◽  
Future Research ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Laissez Faire ◽  
The Impact

The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.

scholarly journals The Impact of Autocratic, Democratic and Laissez-Faire Leadership Styles on the Success of the Organization: A Study on the Different Popular Restaurants of Mymensingh, Bangladesh

2019 ◽  
pp. 28-38 ◽  
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Field Survey ◽  
Negative Impact ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Significant Negative Impact ◽  
Laissez Faire ◽  
The Impact ◽  
Structured Questionnaire

This study aims to show the influence of the three types of leadership style: Autocratic, Democratic and Laissez-Faire on an organization's success and the study was conducted through a field survey of 60 respondents from different popular restaurants of Mymensingh, Bangladesh. The researchers designed and administered a well designed structured questionnaire in a combination that includes both open and close to collect data. After collecting data from the field, the researchers carry out a comprehensive statistical analysis to analyze the research objectives. However; the study finds that the driving factors that have a major impact on organizational performance are Advice, Decision Making, Involvement, Consultation, and Shared and the democratic leadership style has a strong affirmative impact on the organizational performance. The factors: Leadership barriers, Expression of views, Communication, Stay out of the way, Freedom, Rewards or Punishment, Policies, Refusal to explain and Order and Procedures are not available in the results of the organizations. The study also finds that the factors of autocratic leadership have a significant negative impact on the organizational and the style of laissez-faire management does not affect the organization's outcomes.

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

2021 ◽  
pp. 239395752110443
Author(s):  
Deogratias Bugandwa Mungu Akonkwa ◽  
Elie Lunanga ◽  
Joseph Bahati Mukulu ◽  
Toussaint Ciza Bugandwa ◽  
Elizabeth Furaha Mwaza
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Three Dimensions ◽  
Moderator Variable ◽  
Democratic Leadership ◽  
Post Conflict ◽  
Significant Difference ◽  
Autocratic Leadership

In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.

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