Influence of Transformational Leadership Style and Principals’ Decision Making on High-School Teachers’ Organisational Commitment in Jakarta Laboratory Schools

Emmanuel Chinedu Elele

doi:10.20961/ijpte.v4i1.39162

Abstract

<p class="Abstract">Laboratory schools are faced with the challenges of improving the quality of educational service delivery stemming from their role of being a platform for enhancing the school management skills of prospective teachers, and the demonstration of new teaching techniques towards the acceleration of student learning. The complex processes of determining and implementing school management policies is carried out by school management personnel, teachers and stakeholders. In this direction, organisational commitment, most significantly that of the teacher, is paramount to how effective laboratory schools can achieve their vision, mission and objectives. This quantitative study examines the pattern of relationships and the influence of the transformational leadership style and principals’ decision making on high school teachers’ organisational commitment at Jakarta laboratory schools. Research data was obtained by randomly administering questionnaires to a sample of eighty-nine (89) teachers. Data analysis was performed using descriptive and inferential statistics to provide detailed insight on the spread of research data and to facilitate the drawing of conclusions. The path analysis technique was used to determine the levels of influence between the transformational leadership style, the principals’ decision making and the teachers’ organisational commitment. Results from this study show that: (1) the transformational leadership style has a direct positive influence on high-school teachers’ organisational commitment at Jakarta laboratory schools; (2) the principals’ decision making has a direct positive influence on high-school teachers’ organisational commitment at Jakarta laboratory schools; and (3) the transformational leadership style has a direct positive influence on the principals’ decision making at Jakarta laboratory schools.</p>

Highlights

Improving the quality of education and educational services is an integral component of the strategic plan of the Indonesian Ministry of Education and Culture, which demands educational institutions at all levels to formulate and implement their vision, mission and goals in accordance with the nation's sustainable development plans (MoEC, 2016)
Rokhman et al (2017) observe that the problems of Educational Personnel Institutions (LPTK) are linked to the teaching materials, research and the system, and to the existence of lab schools, which have been less than ideal. lab schools, which are currently being managed by LPTK, so far have only been adjusting to market tastes and have not fully answered the basic needs or the fullest development of human resources (HR)
The inferential statistics results from this study show that, foremost, the transformational leadership style has a direct positive influence on high-school teachers’ organisational commitment with a correlation coefficient (r) value of 0.693 and a path coefficient (p) value of 0.505

Summary

Introduction

Improving the quality of education and educational services is an integral component of the strategic plan of the Indonesian Ministry of Education and Culture, which demands educational institutions at all levels to formulate and implement their vision, mission and goals in accordance with the nation's sustainable development plans (MoEC, 2016). Lab schools, which are currently being managed by LPTK, so far have only been adjusting to market tastes and have not fully answered the basic needs or the fullest development of human resources (HR). Based on these shortcomings, Rokhman et al (2017) recommended that specific elements should be put in place to enable lab schools to become ideal as they were intended in areas of school management, curriculum application, teaching methods, learning strategies and the improvement of the relationships between parents and stakeholders. The above underscores the importance of proper school management in which the teachers, as well as non-teaching employees, work in synergy towards the achievement of the lab school vision, mission and strategic objectives in line with broader laws within its environment

Objectives

Methods

Findings

Conclusion