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The relationship between principal's perceived leadership behaviors and teachers' perceptions.

Author: Zhao Xia Xu; Marian University. Doctoral Studies.
Dissertation: Ph. D. Marian University 2010
Edition/Format:   Thesis/dissertation : Thesis/dissertation : Manuscript   Archival Material : English
Publication:Dissertation Abstracts International, 72-11A.
Summary:
This study investigated the relationship between the perception of principal self-rated leadership behaviors and teachers' perceptions of their principal's leadership behaviors in one U.S. Midwest state's elementary schools. The survey instrument was the Multifactor Leadership Questionnaire-MLQ 5x (Avolio & Bass, 2004) measuring nine leadership factors and three leadership outcomes as variables. A Pearson
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Genre/Form: Academic theses
Material Type: Thesis/dissertation, Manuscript, Internet resource
Document Type: Book, Archival Material, Internet Resource
All Authors / Contributors: Zhao Xia Xu; Marian University. Doctoral Studies.
ISBN: 9781124843094 1124843094
OCLC Number: 1035035681
Notes: Source: Dissertation Abstracts International, Volume: 72-11, Section: A, page: 4070.
Adviser: Marilyn J. Bugenhagen.
Description: 137 pages

Abstract:

This study investigated the relationship between the perception of principal self-rated leadership behaviors and teachers' perceptions of their principal's leadership behaviors in one U.S. Midwest state's elementary schools. The survey instrument was the Multifactor Leadership Questionnaire-MLQ 5x (Avolio & Bass, 2004) measuring nine leadership factors and three leadership outcomes as variables. A Pearson product-moment analysis was used to analyze the data of principal's self-rated leadership behaviors and teachers rating of principal leadership behaviors. The t test for independent samples was applied in a post hoc test to determine whether mean differences existed between perceptions on each variable.

The results indicated a statistically significant correlation between the perceptions of laissez-faire (r = .52, p .01) as perceived by the principal and the teachers, and the teachers' perceptions were congruent with their principal's perception. The post hoc analysis with independent samples t-test demonstrates a statistically significant difference between principals' rated transformational leadership behaviors: idealized influence-behavior: t (64) = 2.23, p .05, intellectual stimulation: t (64) = 2.39, p <.05, and individualized consideration, t (64) = 2.84, p <.01, and their teacher groups. Principals rated their own management-by-exception (passive): t (64) = -2.83, p .01 lower than their teachers. This is similar to the normative study of Avolio and Bass (2004) and Bass and Yammarino (1991).

Study results imply that principals need to develop better self-awareness of the discrepancy between self-perceived leadership behaviors and their teachers' perceptions. Gaining insight and self-awareness of the difference between their own internal thoughts or beliefs may positively impact their ability to engage teachers and improve school achievement. The impact to principal's external actions or behaviors may be enhanced through the ability to articulate their leadership beliefs to their teachers verbally as opposed their behaviors alone.

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