Leadership Style of Principals and Organisational Process in Secondary Schools

Leadership Style of Principals and Organisational Process in Secondary Schools The study investigates the relationship between leadership style ofprincipals and organisational process in secondary schools andidentifies effective leadership styles in the context of Hong Kong. Thestudy is based on a survey involving 64 secondary schools and 627teachers. Leadership style was measured in terms of relationship andinitiating structure organisational process was measured in terms ofteacherteacher interactions, principalteacher interactions, andperceived organisational effectiveness. MANOVA, ANOVA and ttestwere used to analyse the data. The results support the traditionalbelief that there is a strong relationship of leadership toorganisational process. Among the four leadership styles, thehigh relationship and high initiating structure type seemsto be most effective in terms of interpersonal interactions andperceived organisational effectiveness. The profiles of the fourleadership styles are quite different, giving a helpful pattern foradministrative practice. The results of the followup case study deepenour understanding of the main study findings and the complexrelationship between leadership and organisational process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Educational Administration Emerald Publishing

Leadership Style of Principals and Organisational Process in Secondary Schools

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0957-8234
DOI
10.1108/09578239110006324
Publisher site
See Article on Publisher Site

Abstract

The study investigates the relationship between leadership style ofprincipals and organisational process in secondary schools andidentifies effective leadership styles in the context of Hong Kong. Thestudy is based on a survey involving 64 secondary schools and 627teachers. Leadership style was measured in terms of relationship andinitiating structure organisational process was measured in terms ofteacherteacher interactions, principalteacher interactions, andperceived organisational effectiveness. MANOVA, ANOVA and ttestwere used to analyse the data. The results support the traditionalbelief that there is a strong relationship of leadership toorganisational process. Among the four leadership styles, thehigh relationship and high initiating structure type seemsto be most effective in terms of interpersonal interactions andperceived organisational effectiveness. The profiles of the fourleadership styles are quite different, giving a helpful pattern foradministrative practice. The results of the followup case study deepenour understanding of the main study findings and the complexrelationship between leadership and organisational process.

Journal

Journal of Educational AdministrationEmerald Publishing

Published: Feb 1, 1991

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