PRINCIPALS’ LEADERSHIP STYLES AND TEACHERS PERFORMANCE IN SECONDARY SCHOOLS IN NIGERIA

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PRINCIPALS’ LEADERSHIP STYLES AND TEACHERS PERFORMANCE IN SECONDARY SCHOOLS A STUDY OF JALINGO

ABSTRACT

The purpose of this study was to investigate the Principals’ Leadership Styles And Teachers Performance In Secondary Schools. Four research objectives were formulated to guide the study which was; to determine the extent to which Autocratic, Democratic, Laissez faire and Transformational leadership styles of Principals influence secondary schoolteachers’ levels of job satisfaction. The study was based on Fredrick Herzberg’s Two Factor theory. The study employed the descriptive survey research design. The study targeted 86 Principals and 844 teachers in the 86 public primary schools. Simple random sampling technique was used to get 26 Principals and 169 teachers. Two questionnaire sets were used to collect the required information from the Principals and teachers. A pilot study was conducted to pre-test the reliability and validity of the instrument. Quantitative data was entered into the computer for analysis using the SPSS software (Statistical Package for Social Science). This processed the frequencies, means and percentages which were used to discuss the findings while the qualitative data was analyzed through the use of content analysis. The analyzed data was presented using tables, pie charts and bar graphs. The study revealed that the democratic leadership style is the most used style in secondary schools and that Principals’ autocratic leadership style negatively influence secondary schoolteachers’ levels of job satisfaction. The study also revealed that Principals’ democratic leadership style positively influence secondary schoolteachers’ levels of job satisfaction. The study established that Principals’ laissez faire leadership style on secondary schoolmoderately influenced teachers’ levels of job satisfaction and that the Principals’ transformational leadership styles positively influences secondary schoolteachers’ levels of job satisfaction. The main recommendations of this study are: School Principals should avoid the use of autocratic style of leadership in the management of schools as it does not allow teachers to give off their best. Adoption of leadership strategies by the schools’ heads such as participative style of leadership that creates conducive environment which will help in improving secondary schoolteachers’ levels of job satisfaction, The study also recommends that school managers, avoid the laissez-faire leadership style which permits total delegation of responsibility to teachers. Specialized management and leadership training course be designed for those aspiring to become Principals, current serving heads should undertake courses on the modern rudiments of leadership styles. A mentoring program is recommended for newly appointed and underperforming serving Principals thus promote and encourage the use of transformation leadership in the school systems. In conclusion; further comparable studies in public secondary schools should be carried out in other parts of the county to find out whether the findings can be generalized to the entire county.

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