scholarly journals Leadership styles and roles on instructional supervision of the school heads of area 3 division of Batangas: Basis for management program

2021 ◽  
Vol 10 (9) ◽  
Author(s):  
Dorie Dimaculangan
Keyword(s):  
Leadership Styles ◽  
Management Program ◽  
Instructional Supervision ◽  
School Heads

scholarly journals School Heads’ Perceptions About Their Leadership Styles

2019 ◽  
Vol 6 (1) ◽  
pp. 138-153
Author(s):  
Ahsan Rehman ◽  
Muhammad Khan ◽  
Zarina Waheed
Keyword(s):  
Leadership Styles ◽  
School Heads

scholarly journals Calidad de la gestión administrativa del director y compromiso laboral de los docentes de algunos colegios privados salvadoreños

2019 ◽  
Vol 19 (1) ◽  
pp. 35-46
Author(s):  
Vinnett Esther Centeno Pérez
Keyword(s):  
Social Sciences ◽  
Organizational Commitment ◽  
Educational Leadership ◽  
El Salvador ◽  
Leadership Styles ◽  
School Principal ◽  
Employee Loyalty ◽  
Nuevo Leon ◽  
Nuevo León ◽  
School Heads

Mediante un estudio descriptivo y correlacional, se analizó la relación entre la percepción de la calidad de la gestión administrativa del director y el grado de compromiso laboral de los docentes de algunos colegios privados de El Salvador, en un contexto donde cada año los docentes renuncian a sus trabajos y pasan a laborar al sector gubernamental. Se administraron dos instrumentos, uno para medir la percepción de la gestión administrativa del director y otro para medir el grado de compromiso de los docentes, a 87 docentes de los siete colegios de las regiones metropolitana y occidental de El Salvador. Se encontró que los docentes tienen un compromiso laboral muy bueno. De igual manera, la percepción que tienen los docentes de la gestión administrativa del director es muy buena. Al observarse la correlación entre ambas variables, se determinó que es positiva y alta. Se observó que cuánto mejor perciben los docentes la gestión administrativa del director mayor es el compromiso con su trabajo. El liderazgo del director es importante para el compromiso laboral de los docentes, por lo cual su selección y nombramiento deben ser realizados con cuidadoso análisis.   Referencias Alam, S. (2017). A study on leadership styles executed by principal and academic coordinator in one of the private schools in Gilgit-Baltistan, Pakistan. Academic Research International, 8(3), 71-78. Calik, T., Sezgin, F., Kavgaci, H. y Kilinc, A. (2012). Examination of relationships between instructional leadership of school principal’s and self-efficacy of teacher and collective teacher efficacy. Educational Sciences: Theory & Practice, 12(4), 2469-2504. Chiang Vega, M., Núñez Partido, A., Martín, M. J. y Salazar Botello, M. (2010). Compromiso del trabajador hacia su organización y la relación con el clima organizacional: un análisis de género y edad. Panorama Socioeconómico, 28(40), 92-103. Clayton, J. K. (2014). The leadership lens: Perspectives on leadership from school district personnel and university faculty. International Journal of Educational Leadership Preparation, 9(1), 58-75. Del Valle López, J. (2016). Modelo asociativo entre factores determinantes del desempeño organizacional y la satisfacción de los públicos (Tesis doctoral). Universidad de Montemorelos, Montemorelos, Nuevo León, México. García Rivera, B. R., Mendoza Martínez, I. A. y Puerta Sierra, L. M. (2012). ¿Es el downsizing un factor de impacto sobre los comportamientos innovadores, el compromiso organizacional y las capacidades de aprendizaje de los trabajadores de una empresa de alimentos en México? Revista Internacional Administración y Finanzas, 5(3), 57-78. González de la Rosa, J. (2016). Modelo de factores predictores de desempeño e imagen institucional validado en colegios confesionales dominicanos (Tesis doctoral). Universidad de Montemorelos, Montemorelos, Nuevo León, México. Jiang, D. Y. y Cheng, B. S. (2008). Affect- and role-based loyalty to supervisors in Chinese organizations. Asian Journal of Social Psychology, 11, 214-221. https//doi.org/10.111/ j.14-67-839X.2008.00260.x Kumar, D. N. S. y Shekhar, N. (2012). Perspectives envisaging employee loyalty: A case analysis. Journal of Management Research, 12(2), 110-112. https://doi.org/10.2139/ ssrn.1961430 Lai, T., Luen, W., Chai, L. y Ling, L. (2014). School principal leadership styles and teacher organizational commitment among performing schools. The Journal of Global Business Management, 20(2), 67-75. Mack, K. (2016). The perceptions of the leadership behaviors of elementary school principals through professional experience in Texas (Tesis doctoral). University of Phoenix, Phoenix, EE. UU. Méndez Cruz, A. (2015). Clima y compromiso organizacional percibido por los empleados del parque Eco arqueológico en México (Tesis de maestría). Universidad de Montemorelos, Montemorelos, Nuevo León, México. Mustapha, N., Zainal Abidin, M. Z. y Saufi, S. (2013). Measuring the influence of dispositional characteristics and motivational factors on employee loyalty among teachers at private Islamic schools in Kelantan, Malaysia. International Review of Social Sciences & Humanities, 5(2), 127-134. Oberholster, F. R., Taylor V, J. W. y Cruise, R. J. (2000). Spiritual well-being, faith maturity, and the organizational commitment of faculty in Christian colleges and universities. The Journal of Research on Christian Education, 9(1), 31-60. https://doi.org/ 10.1080/10656210009484896 Okutan, M. (2014). My school principal is not a leader. Education, 135(1), 93-100. Ontiveros Ramírez, F. (2016). Modelo de asociación entre factores predictores del desempeño y compromiso laboral validado en maestros del corporativo educativo adventista de la Unión Mexicana del Norte (Tesis doctoral). Universidad de Montemorelos, Montemorelos, Nuevo León, México. Restrepo-Abondano, J. M. y Restrepo-Torres, M. L. (2012). Cinco desafíos en el ejercicio del liderazgo en los rectores de colegios. Educación y Educadores, 15(1), 117-119. Saad, N. (2012). The effects of teacher’s participation in decision making of commitment. The International Journal of Interdisciplinary Social Sciences, 6(9), 1-16. Samkange, W. (2013). Management and administration in education: What do school heads do? A focus of primary school heads in one district in Zimbabwe. International Journal of Social Sciences and Education, 3(3), 635-643. Shaw, J. y Newton J. (2014). Teacher retention and satisfaction with a servant leader as principal. Education, 135(1), 101-106. Wachira, F. M., Gitumu, M. y Mbugua, Z. (2017). Effect of principal´s leadership styles on teachers´ job performance in public secondary schools in Kieni West Subcounty. International Journal of Humanities and Social Science Invention, 6(8), 72-86. Ward, C. J. (2013). Why leadership matters: One school’s journey to success. Educational Leadership and Administration Teaching and Program Development, 24, 62-74. Wasserman, E., Ben-Eli, S., Yehoshua, O. y Gal, R. (2016). Relationship between the principal’s leadership style and teacher motivation. International Journal of Learning, Teaching and Educational Research, 15(10), 180-192. Zamora Poblete, G. (2009). Compromisos organizacionales de los profesores chilenos y su relación con la intención de permanecer en sus escuelas. Revista Latinoamericana de Psicología, 41(3), 445-460.

scholarly journals Impact of Head Teacher’s Leadership Style on Teacher’s Job Satisfaction and Work Motivation

2019 ◽  
Vol 13 (1) ◽  
pp. 1-18
Author(s):  
Sara Sehar ◽  
Khurram Khan Alwi
Keyword(s):  
Job Satisfaction ◽  
Data Collection ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Motivation ◽  
Head Teachers ◽  
Positive Leadership ◽  
Democratic Leadership ◽  
School Heads ◽  
The Impact

The study aims to investigate the impact of the head teacher`s leadership styles on the teacher`s job satisfaction and work motivation. A sample of total one hundred thirty-five were included in the study total of 122 teachers and 13 head teachers were randomly selected from different schools of Karachi for the data collection. The questionnaire was developed for the data collection which consisted of different sections comprised of demographic variables, leadership styles of head teachers, and job satisfaction and work motivation of teachers. The data was collected from different schools of Karachi by visiting in person and with the permission of head teachers and teachers. One sample t-test was implied to examine the data and results indicated that positive leadership style influences the teacher`s job satisfaction and work motivation. The results of the study also revealed that most head teachers apply the democratic leadership style as they liked to take recommendations and ideas from their teachers to make decisions and to maintain a positive relationship among the group. The study recommends that school heads must improve and encourage the staff to participate in the decisions making which leads to motivating them for better performance for themselves and for the institution.

School Heads’ Leadership Styles of Public Schools, Sub-Congressional District III, Bohol

2020 ◽  
Vol 8 (1) ◽  
pp. 58-73
Author(s):  
Ronald L. Boniao ◽  
Maribeth Dusal Alpuerto ◽  
Elijah L. Sales
Keyword(s):  
Public Schools ◽  
Leadership Styles ◽  
The Self ◽  
Public School Teachers ◽  
Congressional District ◽  
Length Of Service ◽  
Significant Relationships ◽  
Civil Status ◽  
School Heads ◽  
The Relationship

This research study aimed to identify the school heads' profiles and the association between the self-assessed and teacher-assessed school heads' leadership styles. It was tested on the 35 school heads and 315 public school teachers in the districts of Dimiao, Lila, Sevilla, Loboc, and Loay. It used a quantitative standardized survey instrument to determine the school heads' leadership styles. Findings revealed that school heads were mostly 41 to 60 years old, mainly female, mostly married, most had MA units, had Principal 1 designation, and had been in the service for 11 to 15 years. As assessed by the school heads themselves and the teachers, the majority of school leaders were going through a transition phase as to leadership styles, with a few using delegative and authoritarian styles, and none applying the participative style. Results revealed significant relationships between the self-assessed leadership styles and age and civil status, while statistically insignificant results in the relationship between the leadership styles and sex, educational attainment, designation, and length of service. As to the teacher-assessed leadership styles and the school heads' profile, the relationships were statistically insignificant. Furthermore, there was no association between the self-assessed and the teacher-assessed school heads' leadership styles.

scholarly journals Formal and Informal basis of Authority in Instructional Supervision: A Perspective of Heads of Schools and Teachers in Zimbabwe

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Stephen Mahere
Keyword(s):  
Teaching And Learning ◽  
School Organization ◽  
Instructional Supervision ◽  
Academic Excellence ◽  
Teacher Behaviour ◽  
Quality Of Teaching ◽  
Formal Basis ◽  
School Heads ◽  
Effective Supervision

Zimbabwe has achieved quantitative expansion in education. The focus is now on achieving academic excellence. One of the ways of improving the quality of education is instructional supervision. Effective supervision of instruction, through changing teacher behaviour, can improve the quality of teaching and learning in the classroom. The basis of authority a supervisor has in a school is one of the supervisory dimensions that could impinge directly on the supervisor-supervisee relationship. Two major bases of authority in a school organization may be identified, namely, formal and informal authority, and both influence supervisee’s behaviour. The study sought to investigate which of the two bases of authority (formal and informal) is perceived by school heads and teachers in Zimbabwe to be more effective during instructional supervision. The investigation employed the survey research design. The study was conducted in 628 schools: 298 in Greater Harare, an urban province, and the 330 schools in Mashonaland Central, a predominantly rural province. Harare being the largest city was specifically selected as a typical urban province; while Mashonaland Central, with many responsible authorities, was specifically chosen to represent a predominantly rural province. The sample size was 729 school heads and teachers randomly chosen as follows: 368 from Greater Harare and 361 respondents from Mashonaland Central Province. Data were analysed using the SPSS. The findings showed that school heads and teachers perceived Informal Basis of Authority in instructional supervision as more effective while Formal Basis of Authority was perceived as generally not quite effective. The study recommended that supervisors broaden their supervisory influence, power and formal authority base by tapping into the informal organisation resource. Therefore, they should possess and tap both their expert and referent authorities, so as to augment and buttress their formal positional authority.

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