The Demands and Infl uence of Leadership on Educational Changes

RABINDARANG, SIVA; KHUAN, WAI BING; KHOO, YIN YIN

doi:10.17576/jpen-2015-4001-11

Cited by 2 publications

(3 citation statements)

References 13 publications

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“…This corroborates the findings of a study by Rosnarizah and Zulkifli (2009) that found collective leadership to be dominant in Malaysian high schools. Other researchers in primary schools (Jamalulail et al, 2015) and technical and vocational schools (Rabindarang et al, 2015) also backed up this finding. 2013).…”

Section: Conceptual Frameworkmentioning

confidence: 65%

“…This is unquestionably in line with the Malaysian Education Blueprint 2013-2025, which promotes teamwork and opens the door for collective leadership, which can improve work effectiveness. Rabindarang, et al, (2015) emphasized the importance of strong relationships between managers and employees for an organization's effectiveness. Harris (2002), cited by Rosnarizah and Hussein (2015), said that current trends in educational leadership no longer see the principal carrying all the load because the emphasis is on how to foster a culture of accountability and learning as well as building school leadership skills.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

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Principal’s Participatory Leadership Approaches: An Effective Tool for Teacher Effectiveness in Fako Division, Cameroon

Mbua¹

2023

JETM

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Aim: This study intended to investigate the relationship between principal’s participatory leadership approaches and teacher effectiveness in Fako Division, Cameroon. Methods: Given a correlational design purpose, data were assembled by drawing a sample of six hundred (600) that is 588 teachers and 22 principals spread across five (5) sub-divisions in Fako Division Cameroon. The first instrument titled “Questionnaire for Principal’s Participatory Leadership Approaches” (QPPLA) comprises three subscales all reflecting a high degree of internal consistency, namely, participatory decision-making (α = 0.843), democratic leadership (α = 0.759), and collective leadership (α = 0.834). The second tool, Questionnaire for Teacher Effectiveness (QTE), also indicates good reliability (α = 0.813). Regarding the verification of the research questions and hypotheses, Pearson's correlation coefficient was subsequently performed at the significance level of p < 0.05. Results: The study found that participatory decision-making, democratic leadership and collective leadership styles significantly exerted a strong and positive impact on teacher effectiveness. Ultimately, the findings suggest that the principals should properly use the combinations of participatory decision-making, democratic leadership and collective leadership styles since they are significant in teacher effectiveness in secondary schools in Fako Division, Cameroon. Conclusion: The study concluded that there is a strong relationship between principal’s participatory leadership approaches and teacher effectiveness. Recommendation: This study recommend principals to enhance and foster teacher effectiveness by adopting participatory leadership approaches in schools.

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Section: Conceptual Frameworkmentioning

confidence: 65%

Section: Conceptual Frameworkmentioning

confidence: 99%

Principal’s Participatory Leadership Approaches: An Effective Tool for Teacher Effectiveness in Fako Division, Cameroon

Mbua¹

2023

JETM

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“…Hence, there must be greater agility and flexibility in the leadership of organizations in a competitive climate. As a result, leaders must demonstrate change-management skills, notably in the curriculum [25]. Concerning employees: when dealing with ambiguous or conflicting situations lecturers should be active, confrontational, and engaged, and they should also work in groups rather than be marginalized separately [26]- [28].…”

Section: Introductionmentioning

confidence: 99%

Mediating role of employee engagement between Blue Ocean Leadership and team performance

Awang

Khoo

2022

IJERE

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<span lang="EN-US">The study examined the mediating effect of employee engagement between blue ocean leadership and team performance among lecturers. A cross-sectional study design was used, and quantitative data were collected using a structured survey from 2,580 lecturers from the population across the 22 vocational colleges in Malaysia's north zone. Structural Equation Modeling (SEM) was used for data analysis. The results revealed a considerable positive relationship between blue ocean leadership and employee engagement, as well as between employee engagement and team performance. Employee engagement, as demonstrated through the use of bootstrapping analysis, acts as a mediator between blue ocean leadership and team performance. The finding supported the Blue Ocean Leadership theory and Social Exchange theory in this study. Future research is be recommended to conduct in other states as well as private institutions to get a comprehensive understanding.</span>

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The Demands and Infl uence of Leadership on Educational Changes

Cited by 2 publications

References 13 publications

Principal’s Participatory Leadership Approaches: An Effective Tool for Teacher Effectiveness in Fako Division, Cameroon

Principal’s Participatory Leadership Approaches: An Effective Tool for Teacher Effectiveness in Fako Division, Cameroon

Mediating role of employee engagement between Blue Ocean Leadership and team performance

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