Abstract
Transformational leadership among school principals is believed to influence the level of job satisfaction among their subordinates. This report discusses transformational leadership among secondary school principals, and explores the relationship between transformational leadership and satisfaction among teachers. This paper also explains the practices of transformational leadership among secondary school principals. An analysis of teachers’ job satisfaction is based upon the Two Herzberg Factors (Herzberg et al., 1959): A motivational factor and a hygiene factor. This report outlines a qualitative study which employed document analysis as its methodology. The findings indicate that transformational leadership has a significant impact on the level of job satisfaction among teachers. This study also considers the implications of these findings for the Ministry of Education, and how they might affect school management systems, school leaders and teachers, and the motivation and professionalism of secondary school teachers.
Highlights
The Malaysian Educational Development Plan or known as PPPM (Kementerian Pendidikan Malaysia, 2013) has been designed to produce Malaysian citizens capable of competing on a global level
The findings indicate that transformational leadership has a significant impact on the level of job satisfaction among teachers
This study considers the implications of these findings for the Ministry of Education, and how they might affect school management systems, school leaders and teachers, and the motivation and professionalism of secondary school teachers
Summary
The Malaysian Educational Development Plan or known as PPPM (Kementerian Pendidikan Malaysia, 2013) has been designed to produce Malaysian citizens capable of competing on a global level. School leaders are responsible for ensuring that their institution keeps pace with progress in the field of education. The role of teachers is important because teacher excellence is considered a determining factor in the quality of an education system. Teachers are crucial to achieving a school’s overall objectives, and determine the success of the teaching and learning experience. Employees’ job satisfaction is crucial in an organisation, because it encourages individuals to maintain their current roles. Paulik (2012) defines job satisfaction as the process by which employees cognitively assess their employment situation, and account for positive and negative factors. Teachers’ job satisfaction has a significant impact on the delivery of a positive teaching style. Effective leadership styles arguably contribute to high levels of job satisfaction, and vice versa. Within their study, Parveen and Bano (2019) divide job satisfaction into three categories: an effective commitment (one’s emotion towards their work), the cognitive component (a person’s confidence in their work), and the components of behaviour (one’s behaviour towards their work)
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