Managerial Styles as Correlate of Teachers Job Performance in Secondary Schools in NigeriaManagerial Styles as Correlate of Teachers Job Performance in Secondary Schools in Nigeria

Prof. Cletus Ngozi Uwazurike and Cordelia Ogadimma Ezenwa-Adiuku
Additional contact information
Prof. Cletus Ngozi Uwazurike: Professor of Educational Management and Planning, Imo State University, Owerri, Nigeria
Cordelia Ogadimma Ezenwa-Adiuku: Department of Educational Management and Planning, Faculty of Education, Imo State University, Owerri, Nigeria.

International Journal of Research and Innovation in Social Science, 2021, vol. 5, issue 7, 63-70

Abstract: The development of any nation is primarily dependent on the education system available in the country. Education is nowhere without teachers playing a pivotal role in ensuring achievement in an educational institution. Teachers’ job performance plays a crucial role in students’ learning process. At every level of the educational system, teachers are the ones that execute the education programmes. The teacher maintains and improves the educational standard of every nation. Onye and Anyaogu (2017:1) opine that “the success or failure of any education system depends to a large extent on the quality, quantity and the caliber of teachers who are the interpreters and transmitters of desired knowledge, skill, attitudes, and values in the society†. Teachers are arguably the most important group of professionals for the future of our nation. The increased importance in teachers’ job performance has made it extremely important to identify the factors that influence their job performance. One factor that might influence teachers’ job performance is organizational climate. The organizational climate dimensions were measured based on principals’ managerial styles. “Principals can encourage effective performance of their teachers by identifying their needs and trying to meet them†(Adeyemi, 2010:10). This encouragement is very much dependent on various aspects of the managerial styles. Nwankwo in Uwazurike (2019:136) notes that a bad administrative leader may render ineffective even the best school programme, the most adequate resources and the most motivated staff and students.

Date: 2021
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.rsisinternational.org/journals/ijriss/ ... -5-issue-7/63-70.pdf (application/pdf)
https://www.rsisinternational.org/virtual-library/ ... -schools-in-nigeria/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bcp:journl:v:5:y:2021:i:7:p:63-70

Access Statistics for this article

International Journal of Research and Innovation in Social Science is currently edited by Dr. Nidhi Malhan

More articles in International Journal of Research and Innovation in Social Science from International Journal of Research and Innovation in Social Science (IJRISS)
Bibliographic data for series maintained by Dr. Pawan Verma ().