INFLUENCE OF DEMOCRATIC LEADERSHIP STYLE OF PRINCIPALS ON THE MANAGEMENT OF SECONDARY SCHOOLS IN HADEJIA AND KAFIN HAUSA EDUCATION REGIONS, JIGAWA STATE, NIGERIA  

ABSTRACT

 

This study is on impact of democratic leadership style of principals on the administration of secondary schools in Hadejia and Kafin Hausa Education Zones, Jigawa State Nigeria.It was set to achieve among others; determine the impact of democratic leadership style of principals on record keeping in Secondary Schools in Hadejia and KafinHausa  Education Zones in Jigawa State, ascertain the impact of democratic leadership styles of principals on School Community relationship in Secondary Schools, find out the impact of democratic leadership style of Principals on Communication in Secondary Schools. The research questions asked include; What is the impact of Democratic Leadership style of principals on the Management of Records in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State? How does the democratic leadership style of principals impact on School in Community Relationship in Secondary Schools?; What impact does democratic Leadership style of Principals have on Communication in Secondary Schools. Hypotheses formulated include; there is no significant difference in the opinions of teachers, principals and supervisors on the impact of democratic leadership style of principals on Record Management in secondary schools in Hadejia and Kafin Hausa Education Zones in Jigawa State; there is no significant difference in the opinions of teachers, principals and supervisors on the impact of Democratic Leadership Style of principals on school community relationship in secondary schools and there is no significant difference in the opinions of teachers, principals and supervisors on the impact of Democratic Leadership Style of principals on Communication in Secondary Schools. The study adopted the descriptive survey method. The population of the study was 625that cut across Hadejia and Kafin Hausa Education Zones. The total sample size is 248 comprising 11 principals, 8 supervisors and 229 teachers. The questionnaire was used as an instrument for data collection. The reliability index obtained is 0.8. The data were analyzed and hypotheses were tested using ANOVA.Democratic leadership style of principals ensured that teachers assessed and managed record of academic performance and conduct of the students by providing them with all necessary items/facilities, democratic leadership style of principal has created harmonious working relationship between schools and local community, democratic leadership style of principal has impact on communication in secondary schools. The study recommended that; principals should endeavor to promote community involvement in administration to maintain cordial relationship between the community and the school authorities, principals should use effective channels of communication in Secondary Schools, to encourage team work and resolve conflict between teachers and students and  principals should allow teaching and non-teaching staffs to participate in decision making process in Secondary Schools. 

 

 

 

 

OPERATIONAL DEFINITIONS OF TERMS

Impact: The capacity of an object or something to alter the course of action or bring about a course of action. i.e. the force with which something or object redirects an existing situation such that the presence of that thing is seen or felt.

Record Management:This refers to the process of keeping vital information concerning school, students, teachers, academic activities, financial transactions and any other events of the school. Such that the information kept can be accessed, retrieved, saved and stored for future use or reference.

School Community Relationship:  this refers to the collaborative interaction between the school management and the host community such that ideas, information are shared in other to achieve the educational objectives

Communication: Is the process through which vital information is transmitted between two or more individuals such that understanding is reached between the sender and the receiver. It could be verbal or written.

Decision Making: This refers to the process whereby a choice or choices are made among list of alternatives in other to determine precise line of action to be taken.

Staff Development: This refers to activities, programmes undertaken by members of staff in other to acquire knowledge, experience and expertise for both individual and organizational growth and development.

Maintenance of School Facilities: This refers to the process or activities done by students, teachers, and school management in other to ensure that the available school facilities continues to be functional, useful and serve it purpose for a relatively long period of time.

Maintenance of Discipline: this refers to actions, activities, programmes designed by the school authority in order to ensure obedience and compliance to the school rules and regulations and to curb any act of indiscipline.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CHAPTER ONE INTRODUCTION

                 1.3       Background to the Study

Principals of secondary schools are the custodian of Secondary Education at that level, they ensure the implementation of all the programmes developed through the National policy on Education. The administration secondary school is not different from the administration of head of other Educational institutions. The administrative functions of the principals of secondary schools include interpreting policy, executing curriculum programme, seeing to students and staff welfare.They also undertake maintenanceofequipment, physical facilities, training of staff, maintaining effective school community relation, maintenance of discipline, record management, communication, decision-making process and several others. The quality of Educational outcome is the product of effective and efficient utilization of human, material, financial and time resources.

However, the contribution of the human resource on the administration of schools particularly the principals cannot be overemphasized. The Principals are the active agents of production who utilize the other resources and skills in a manner that can produce the desired results. The success of any school administration is therefore determined by the administrative style employed by the school administrators. This was well articulated by the Federal Government in the National Policy of Education (2004) which states that ―The success of any system of education is hinged on proper planning and efficient administration. Administration is a function of organization and structure, proprietorship and control, inspection and supervision‖.

Furthermore, UNESCO (2000) was categorical in stating that, improving the quality of education depends first, on improving the quality of educational administrators and also improving the status and work conditions of teachers. This is why every government is concerned with providing education for the citizenry.The principal being the chief executive of the school should ensure that the policies and objectives, regarding the programmes of the school are implemented and strictly adheredto. He/she also has the responsibility of promoting effective teaching and learning in the school. Must ensure that his employer appoint qualified and competent teachers to the school. It is part of the principals’ duty to oriented new staff to the school. The information provided would help the new staff to adjust to the new environment and make the work easier to accomplish. Another function performed by principals of secondaryis the maintenance of discipline for both staff and students.

Consequently the success of educational administrators depends on their effectiveness as well as their efficiency   and the ability to bring about job satisfaction of teachers. This will in turn speed up the actualization of the goals and objectives of the school. The school as an institution is a routinized pattern of social positions established by the society to accomplish certain imperative functions in order to ensure its survival. The school has become an institution devoted to educating young minds through a well structured, systematic pattern of training. Education business is one of the largest concerns of the society. The importance attached to education is predicated on its role in the formation of human capital in effecting national development. The failure or success of education is affected largely by its managerial efficiency and effectiveness. Educational systems are social systems. Peretomode (1991) emphasized that, the human component of the social system is very vital to the attainment of its goals and objectives. He also pointed out that, the behavior of individuals is shaped by two important factors viz: the uniqueness of the individual and the sociological attributes of the environment (organization or setting).

A disciplined person is orderly, responsible delightful, sympathetic, cooperative honest, considerate and always tries to do what is right and good at all times. The principals also perform the duty of controlling finance of their institutions. The principal is the key person in the administration of the school where he/she performs specific tasks. All his/her activities and those of the staff are geared towards the training of the learners.  The principal supervises and guides the students. He must see to it that the students are punctual, properly dressed in their correct uniforms, dedicated to their believed that the functions of the principals are synonymous with the administrative functions as posit by management.How effective the principals perform depend on how they are capable of handling the numerous administrative challenges before them. Douglas (1996) emphasizes that "the

leadership style of a principal depends on the leaders behaviors‖.According to House (1968) in the path goal theory, a

democratic leader does the following: "clarifies and sets goals together with

the subordinates and properly communicates to them. Besides, delegates duties to subordinate and experience. The leader further helps the subordinates to find the best path for achieving the desired goals. Defines positions and task roles by removing barriers to performance and promotes group cohesiveness and team effort. The leader finally increases personal opportunities for satisfaction and improved work performance by reducing stress, making external controls and people's expectation clearer". He stresses further to reject the use of lessez-faire and authoritative leadership styles may not make positive impact in the administration of schools.

Secondary school principals most have strong interpersonal relationship skills.Good interpersonal relationship is one of the keys to the success of any organization.School principals must find it challenging to promote interpersonal relationship within and outside the organization. They must be seen to encourage sharing of ideas between individual and organization. It is the psychological aspect of administration in any organization. This research therefore intended to investigate the impact of democratic leadership style of principals on the administration of secondary schools in Hadejia and Kafin Hausa educational zones.

                 1.4       Statement of the Problem

A good number of organizations spend considerableamount on solving administrative problems. That several organization today have a problem of leadership and the style to be adopted in leading secondary schools.The absence of effective leadership is a serious problem in most organization and the resultant outcome is poor performance, absence of motivation, poor growth and development of the organization.Ozigi (1992) found in his study that staff are unhappy, frustrated, uninspired and dissatisfied. This is majorly attributed to the leadership style of the Principals. It is crucial to note that the Principal’s leadership style is very paramount to the intellectual, psychological and social state of the teaching staff and the entire administration of the school, which in the long run determines the success of the teaching-learning process and the attainment of the school’s goals and objectives.

Secondary SchoolEducationneedseffective leadership style in the management of theaffairsof education at that level.Principals are faced with problems of poor community relationship, decision making, record keeping, staff development, maintenance of facilities and the maintenance of discipline among others. These problems are due to lack of strategic and intervening leadership style by principals to effectively pilot the affairs ofschools in their

custody. These aforementioned have created serious problems in management and administration of Secondary Schools in HadejiaandKafin Hausa Education Zones. Lack of effective leadership style has caused suspicion among members of staff, disloyalty between leader and subordinates, Lukewarm attitude towards discharge of assigned duties, misconception among and between teachers, poor school community relationship, inadequate record keeping, staff and student indiscipline, to mention but a few.

These problems enumerated above are indeed problems that are seriously affecting the leadership ofmostsecondary schoolsinHadejia and Kafin Hausa Education Zone cannot be an exemption. It is therefore on this bases that the researcher ventured into this research with the hope of unraveling and proffering solutions to the problem of leadership style in the administration of secondary schools in the Hadejia and Kafin Hausa Education Zone.

                 1.3       Objectives of the Study

The study was set to achieve the following objectives:-

1. determine the impact of democratic leadership style of principals on record keeping in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;
2. ascertain the impact of democratic leadership styles of principals on schoolCommunity relationship in Secondary Schools in Hadejia and Kafin Hausa

Education Zones in Jigawa State;

3. find out the impact of democratic leadershipstyleofPrincipals on Communication in

Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;

4. examine the Impact of democratic leadership Style of Principals on decision Making

Process in Secondary Schools in Hadejia and Kafin Hausa  Education Zones in

Jigawa State;

5. determine the impact of democratic leadership Style of principals on staff development in Secondary Schools in Hadejia and Kafin Hausa Education Zones in

Jigawa State;

6. ascertain the impact democratic leadership style of principals on maintenance of  facilities in secondary schools  in Hadejia and Kafin Hausa  Education zones in

Jigawa State; and

7. assess the impact of Democratic Leadership Style of principals on maintenance of discipline in secondary schools in Hadejia and KafinHausaEducation Zones in Jigawa State;

                 1.5       Research Questions

The following questions formulated for study:-

1. What is the impact ofDemocratic Leadership Style of Principals on the Management of Records in Secondary Schools in Hadejia and Kafin Hausa Education Zones in JigawaState?
2. How does the Democratic Leadership Style of Principals Impact on SchoolsCommunity Relationship in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State?
3. What impact does Democratic Leadership Style of Principals have on Communication in Secondary Schools in Hadejia and KafinHausaEducation Zones inJigawaState.?
4. How does the Democratic Leadership Style of Principals Impact on Decision Making

Process in Secondary Schools in Hadejia and KafinHausaEducation Zones in JigawaState?

5. In what way does Democratic Leadership Style of Principals Impact on Staff

Development in Secondary Schools in Hadejia and KafinHausa Education Zones in Jigawa State?

6. How does the Democratic Leadership Style of PrincipalsImpacton Maintenance of

Facilities in Secondary Schools in Hadejia and KafinHausaEducation Zones in Jigawa State?

7. How does the Democratic Leadership Style of Principals Impact on Maintenance of

Discipline in Secondary Schools in Hadejia and Kafin Hausa Education Zones in

JigawaState?

                 1.5       Hypotheses

The following hypotheses wereformulated guide the study:

Ho1:	There is no significant difference in the opinions of Teachers, Principals and Supervisors on the Impact of Democratic Leadership Style of Principalson Record Management in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;
Ho2:	There is no significant difference in the opinions of Respondents on the Impact of Democratic Leadership Style of Principals on School Community Relationship in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;
Ho3:	There is no significant differences in the opinions of Teachers, Principals and

Supervisors on the Impact of Democratic Leadership of Style Principalson Communication in Secondary Schools in Hadejia and KafinHausaEducation Zones in Jigawa State;

Ho4:	There is no significant difference in the opinions ofTeachers, Principals and Supervisors on the Impact of Democratic Leadership Style of Principals on Decisionmaking process in Secondary Schools in Hadejia and KafinHausa Education Zones in Jigawa State;
Ho5:	There is no significant difference in the opinions of Teachers, Principals and Supervisors on the Impact of Democratic Leadership Style of principalsonStaff Development in secondary schools in Hadejia and KafinHausa Education Zones in Jigawa State;
Ho6:	There is no significant difference in the opinions of teachers, principals and Supervisors on the Impact of Democratic Leadership Style of principalson Maintenance of Facilities in Secondary SchoolsinHadejia and Kafin Hausa Education Zones in Jigawa State; and
Ho7:	There is no significant difference in the opinions of Teachers, Principals and Supervisors on the Impact of Democratic Leadership Style of Principals on Maintenance of Discipline in Secondary Schools in Hadejia and KafinHausaEducation Zones in Jigawa State;
1.8	Basic Assumptions

The study is based on the assumptions that:

1. Democratic Leadership Style of Principals has Impact on School Record in

Secondary Schools in Hadejia and Kafin Hausa Education Zones in JigawaState;

2. Democratic Leadership Style of Principals has Impact on SchoolCommunity

Relationship in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;

3. Democratic Leadership Style of Principals has Impact on Communication in

Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;

4. Democratic Leadership Style of Principals has Impact on Decision-making process in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;
5. Democratic Leadership Style of Principals has Impact on Staff Development in Secondary Schools in HadejiaandKafin Hausa Education Zones in Jigawa State;
6. Democratic Leadership Style of Principals has Impact on Maintenance of Facilities in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State; and
7. Democratic Leadership Style of Principals has Impact on Maintenance of Discipline in Secondary Schools in Hadejia and Kafin Hausa Education Zones in Jigawa State;

 

                 1.9       Significance of the study

This research work is significance because it will assist state ministry of education, state government of Jigawa state. It is hope that the outcome of this research will help to improve secondary schools management in Jigawa state.The study will be of great benefit to the principal because it will enable them to know the appropriate leadership style to use for the achievement of desired goals of the system. This research will be of great benefit to the management of ministry of educationJigawa State. Because the knowledge provided in this study will demonstrate the significance of leadership style and how it will make significant impact in the administration of education Jigawa State, the finding will provide a foundation in exploring the impact of knowledge on administration which will further help the organization to create staff performance in ministry of education Jigawa State.

The significance of this study will also enable future researchers, staff and students to understand the impact and the importance of democratic leadership style on staff by discovering how this study reveal new finding and adding to the existing knowledge. The study will provide insight into the leadership style of principals and enable the organization to have a stronger influence on the school principals in several ways. This is because management moral attitude and leadership play a very important role in enhancing the administration effectiveness and student academic performance.  It is also expected that the findings of this study will enable government to take action on maintenance of school facilities. It is also hope that findings of this study will open the doors for proper management of records. In addition, the findings will enable the government to release more funds for staff development programs. The findings will also help to enhance school community relationship.

Finally, it is also hoped that the findings of this study will pave way for further researches on different aspect of leadership styles of principals in secondary administration process, with particular emphasis on the teaching/learning process.

                 1.8       Scope of the study

The study investigated the impact of Democratic leadership style of principals in Hadejia and Kafin Hausa Education Zone. The study covered all the 34 public secondary schools in Hadejia and Kafin Hausa Education Zone. The study covered 34 principals 567 teachers and 24 supervisors in all public secondary schools located in Hadejia and Kafin Hausa Education Zone. Therefore the study was limited to the impact of democratic leadership Style of principals in Hadejia and Kafin Hausa Education Zones,Jigawa State

INFLUENCE OF DEMOCRATIC LEADERSHIP STYLE OF PRINCIPALS ON THE MANAGEMENT OF SECONDARY SCHOOLS IN HADEJIA AND KAFIN HAUSA EDUCATION REGIONS, JIGAWA STATE, NIGERIA  

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