Principals’ Leadership Styles as Determinants of Business Studies Teachers’ Job Performance In Junior Secondary Schools in Edo State, Nigeria (Published)
The study focused on principals’ leadership styles as determinants of business studies teachers’ job performance in Junior Secondary Schools in Egor Local Government Area (L.G.A.) of Edo State. Four research questions were raised and answered. Descriptive survey design was adopted for the study. The population comprised 46 business studies teachers (34 females and 12 males) from thirteen junior secondary schools in Egor L.G.A. All the population was used as sample for the study since the population was manageable. A 21-item structured questionnaire was used to collect data. A 4 point rating scale of Very High Extent (VHE), High Extent (HE), Low Extent (LE) and Very Low Extent (VLE) with assigned values of 4, 3, 2, and 1 respectively were adopted. The instrument was subjected to face validity by three experts. A reliability coefficient of 0.76 was obtained using Cronbach alpha statistics. The research questions were answered using mean and standard deviation. The study revealed that business studies teachers’ job performance in Egor L.G.A. is low. It was recommended among others, that principals should employ and vary diverse leadership styles to suit different situations, as the needs arise, use appropriate leadership styles to influence the government for provision of instructional facilities/materials for the teaching of Business studies subjects which is practically oriented instead of teaching it theoretically; that business studies teachers should be given opportunity to undergo in-service training to enable them acquire new knowledge and skills for effective performance of their jobs, among others.
Keywords: Determinants, Job, Leadership Styles, Performance
Assessing the Leadership Styles of Male and Female Academics in Leadership Positions: Does Gender Matter (Published)
This study assessed the leadership styles of male and female heads of departments in a Nigerian State university. This was done to ascertain whether differences exist in the way both sexes lead and whether the way women lead account for their under representation in leadership positions. Data from both primary and secondary sources were utilized for this study. The primary data was derived through the administration of the Multifactor leadership Questionnaire (MLQ) on 90 randomly selected academic staff in subordinate positions from 7 purposively selected faculties in Ladoke Akintola University of Technology, Nigeria. The retrieved data were analysed using both descriptive and inferential statistics in the form of percentages, means, Cronbach alpha and Mann Whitney U test. It was found that both the male and female heads of departments utilized more of the transformational (males x̅=4.35; females x̅=4.50), democratic (males x̅=4.15; females x̅=4.13), transactional (males x̅=3.76; females x̅=3.59) and laissez-fair (males x̅=3.29; females x̅=3.06) leadership styles, as evident in their high mean scores. There was no significant difference (P>0.)5) in the leadership styles of both sexes. Women were found to lead in ways that are effective and the styles they adopted did not account for their under representation. The study concluded that the university should develop strategies for increasing the number of women in leadership positions since they were found to lead in ways that are effective; and investigate the factors that account for their under representation.
Keywords: Leadership Positions, Leadership Styles, Male And Female Academics, University