# TRANSFORMATIONAL LEADERSHIP PRACTICE OF SYMBOLIZING PROFESSIONAL PRACTICE/VALUES AND EXCELLENCE IN MANAGEMENT OF PERSONNEL

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4 82 International Journal of Operations System and Human Resource Management Both instruments have a total of 24 items with the following response mode: Strongly agree (SA) = 4points Agree (A) = 3 Disagree (D) = 2 Strongly Disagree (SD) = 1 The data collected for the study were analyzed using mean, standard deviation and Pearson Product Moment Correlation Coefficient to answer the research questions. While multiple regression analysis was used to test the null hypothesis at alpha.05 level of significance (see interpretation of results according to criterion measure by Nwana, 1982 on Table 1. Table 1 Interpretation of Result The Table below was used to interpret the result in accordance with criterion measure by Nwana (1982). Correlation Table 1 Interpretation Very high relationship High relationship Medium relationship Low relationship Very low relationship 3. RESULTS Table 2 Mean and Standard Deviation Scores for Principals (N = 232) and Teachers (N = 372) on Symbolizing Professional Practices/Values Professional Practices/Values X SD X SD X SD 1 Imposes his own ideas on personnel A 2 Encourages inter-class visits for A exchange of ideas 3 Personally visits our classrooms to A assist us in areas of difficulty 4 Helps us work fast by actively seeking A different interpretations on new concepts 5 Keeps personnel on task while taking into A consideration individual contributions on any issues. Cluster Mean A

5 Transformational Leadership Practice of Symbolizing Professional Practice/Values Information on Table 2 above shows the mean and standard deviation for principals and teachers for each of the items on professional professional/values. The mean and standard deviation for each item and cluster range from = X = 2.77_3.05 and.97_.72 for principals and X = and standard deviation for teachers with overall X = and standard deviation The cluster mean score of X = 2.86, SD =.53 for principals and X = 3.31, SD =.36 for teachers, with overall cluster mean score of X = 3.14, SD =.53. The results show that the respondents agree to the utilization of transformational leadership attribute of professional practices/values by secondary school principals in Cross River State, but they do so to a low extent. Table 3 Mean and Standard Deviation Scores of Principals (N = 232) and Teachers (N = 372) on the Attribute of Excellence (Communication) in Personnel Management Communication X SD X SD X SD A 1 Understands that communication A is very crucial in leadership 2 Is an effective communicator for the A success of the school 3 Facilitates communication between A the school and outsiders. 4 Shares professional background A information with all personnel from time to time 5 Communicates diligently with personnel A on regular basis Cluster Mean A The information on Table 3 above, presents the mean and standard deviation score of principals and teachers on the attribute of excellence in communication in personnel management. The result shows that the means and standard deviation of principals on communication ranged from X = , SD =.66.80, while the mean and standard deviation for teachers ranged from X = , SD =.60 70, with the overall mean and standard deviation for the two groups for each item ranging from X = , SD = The cluster mean for principal was X = 3.23, SD =.48 while that of the teachers were = 3.37, SD =.32, with the overall cluster mean and standard deviation for the two groups X = 3.31, SD =.39. This result shows that this construct of excellence (communication) is utilized by secondary school principals, but to a low extent. This was clearly shown in their various mean and standard deviation scores, which is slightly above the criterion mean score P > The result on Table 4 above shows the mean and standard deviation score of principals and teachers on each of the items on the cluster of excellence on caring. The result shows that the mean and standard deviation scores ranged from X = , SD = The mean and standard deviation score for teachers ranged from X = , SD =.59.59, with the overall mean and

6 84 International Journal of Operations System and Human Resource Management SD scores for the two groups on the same table to be , SD = The cluster mean and SD for principals was X 3.02, SD =.6o, while those of teachers were X 3.36, SD.37, with the overall cluster mean and SD of X 3.31, SD =.39. The result shows that this attribute of excellence is utilized by secondary school principals in Cross River State, but to a low extent. Table 4 Mean and Standard Deviation Scores of Principals (N = 232) and Teachers (N = 372) on the Attribute of Excellence (Caring) Caring. X SD X SD X SD 6 Is passionate in carrying out his duties A 7 Is passionate in carrying out his duties A 8 Is worthy of everyone's support A 9 Is our understanding leader A Cluster Mean A Table 5 Mean and Standard Deviation Scores of Principals (N = 232) and Teachers (N = 372) on Creating Opportunities Creating Opportunities X SD X SD X SD 10 Creates a friendly working environment A for effective teaching 11 Publicly recognize the contribution of A parents in the school 12 Creates opportunities for staff personnel A involves in all school's activities Cluster A Table 5 above shows the mean and standard deviation scores of principals and teachers on excellence attribute of creating opportunities. The results show the mean and SD of X = SD = for principals and X = SD = for teachers. The overall mean and SD were X = SD = for the two groups. The cluster mean and SD of X = 3.21, SD = 48 for principals and X = 3.21, SD =.40 for teachers with overall cluster of X = 3.29, SD =.43 for the two groups. This result reveals that this attribute of excellence isutilized by principals in Cross River State, but to a low extent. This was shown in their mean and SD score to be P > The information on Table 6 above shows mean and standard deviation of principals and teachers for the attribute of excellence on creating a unique school culture. The mean for each item for creating a unique school culture ranges from X = 3.13, SD = for principals and

7 Transformational Leadership Practice of Symbolizing Professional Practice/Values X = , SD = for teachers, with X = and SD = for the two groups. The cluster mean and SD = 2.90, SD =.70 for principals and X = 3.26, SD =.53 of teachers, with overall cluster X = 3.12, SD =. 63. This shows that the respondents agree to the utilization of this attribute of excellence by principals in Cross River State, but they do so to a low extent. This was shown in the mean and Standard deviation scores which was P > Table 6 Mean and Standard Deviation of Principals (N = 232) and Teachers (N = 372) for Excellence Attribute of Creating a Unique School Culture Creating a unique school culture X SD X SD X SD 13 Encourages team approach to problem A -solving in the school 14 Conducts in-service training on A methodologies of teaching from time to time 15 Gives awards to staff personnel in A the area of leadership Cluster Mean A Table 7 Mean and Standard Deviation Scores of Principals (N = 232) and Teachers (N = 372) of Excellence in Credible Leadership Credible leadership X SD X SD X SD 13 Encourages team approach to problem A -solving in the school 16 Gives awards to personnel in the area A of professional conduct 17 Involves all personnel in decision-making in the school 18 Believes that every personnel in the school A has the capacity to be a leader 19 Guides us to work effectively towards A achieving the desired results. Cluster Mean A

8 86 International Journal of Operations System and Human Resource Management Information on Table 7 above presents mean and standard deviation scores of principals and teachers on credible leadership. The mean and standard deviation range from X = , SD = for principals and X , SD = for teachers, with mean and standard deviation for the two groups ranging from X = , SD = The cluster mean and SD for principals were X 3.09, SD =.58 and X = 3.32, SD =.40 for teachers, with the overall cluster mean and SD of X = 3.23, SD.49. The results revealed that respondents agree to the utilization of this attribute of excellence but to a low extent. This result may be so since the principals have to communicate through controlling, supervising and giving directives in the daily administration of the school. However, there were variations in the standard deviation in the scores of principals and teacher s responses for the transformational leadership attribute of symbolizing professional practices/values. Data collected on the extent of the relationship between transformational leadership attribute of symbolizing professional practice/values were correlated with data collected on the attribute of excellence in personnel management, using Pearson product moment correlation coefficient. The summary and interpretation of the result is shown on Table 8 below. The result of the response to question 2 on Table 8, shows that the correlation coefficient (r) is The result indicates that there is a low relationship between symbolizing professional practices/values and excellence in the management of personnel by secondary school principals in Cross River State, although there exista relationship. Table 8 Presentation of the Results of Correlation Coefficient(r) and its Interpretation According to Nwana (1982) on Professional Practices and Values (PPV) Variables Correlation Interpretation Professional Practices 0.34 Low relationship and Values (PPV) Again, to further explore the significance of their low relationship, a corresponding Ho2 is tested as shown on Table 9 below. Ho2. There is no significant relationship between symbolizing professional practices and values and excellence in the management of personnel by secondary school principals. Table 9 Multiple Regression Analysis of Professional Practice/Values Variable Multiple R 2 R 2 B BETA Standard %Variance F-value F-Critical R2 Change E Added p < 0.05 Professional (PPV) On Table 9 is the result for symbolizing professional practices/values and excellence in the management of personnel by secondary school principals. The result shows that professional practices and value has R 2 change of , showing a predictive power of 3.21 percent for attainment of excellence in the management of personnel by secondary school principals. The result on the table also shows that the observed F-value is The critical F-value for professional practices and

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