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Orcid No. 0000-0002-6067-5005

Orcid No. 0000-0002-6067-5005. Transactional and Transformational Leadership Behaviors as Predictors of Quality Education. JOSIE FELDA A. CALERA, EdD LEONARDO B. DORADO, PhD. ADVENTISTS UNIVERSITY OF THE PHILIPPINES. t. t. t. t. The study aim to answer the following objectives:

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Orcid No. 0000-0002-6067-5005

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  1. Orcid No. 0000-0002-6067-5005

  2. Transactional and Transformational Leadership Behaviors as Predictors of Quality Education JOSIE FELDA A. CALERA, EdD LEONARDO B. DORADO, PhD ADVENTISTS UNIVERSITY OF THE PHILIPPINES

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  6. t The study aim to answer the following objectives: Determined the prevalent leadership behaviors used by the elementary principal. Find out the predictors of high quality education. Determined the relationship and predictors of quality education Investigate the dimensions of leadership behaviors that predict quality education among Adventist Educational Institutions in the Southern Asia Pacific region.

  7. t “Theory on Power” by John French & Bertram Raven (1959) ● Transformational Leadership by James MacGregor (1978) ● Transactional Leadership by Max Weber (1947)

  8. QUALITY EDUCATION Strategic Planning Customer Focus Measurement, Analysis and Knowledge Management Workforce Focus Operation Focus Results LEADERSHIP BEHAVIORS TRANSFORMATIONAL LEADERSHIP Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration TRANSACTIONAL LEADERSHIP Contingent Rewards Management-by-Exception Research Paradigm

  9. t ● Quantitative Approach ● Descriptive-Correlation research design ● The population were the regular teachers ● In selected 6 Union Conferences / Mission of Southern Asia Pacific Division. ● There were 395 randomly selected participants in the study. ● The researcher used a self-constructed likert questionnaire for both variables as guided by the literature.

  10. 6 Unions of Southern Asia Pacific Division 395 participants

  11. CPUC MISSION PRE-SELECTION & SIMPLE RANDOM R E S P O N D E N T S MISSION P R E S E L E C T I O N NPUC MISSION MISSION SPUC MISSION MISSION BUM MISSION SCHOOL R E S P O N D E N T S SAUM MISSION SCHOOL WIUM MISSION SCHOOL

  12. Table 1. Leadership Behaviors Legend: 3.50-4.00 Strongly Agree (SA) 1.50-2.49 Disagree (D) 2.50-3.49 Agree (A) 1.00-1.49 Strongly Disagree

  13. • • Northouse (2013); Schelitzki & Edwards (2014) which indicate that transformational leadership behavior creates better outcome for the good of institution. It may have a positive impact to quality performance because transformative influence can go beyond managing day-to-day operations but may also develop teamwork to the next level of performance; and project quality and innovation. Meanwhile, Guthrie and Schuermann’s (2012) and Odemuru’s (2013) findings were in agreement that transactional leadership behaviors were extrinsic motivators and articulators of expectation and recognitions when task is accomplished. • Hunsaker & Alessandra, (2008); Mullane, (2009); McShane & Glinow, (2012) were supported by the following literature which indicates that an institution’s culture influences the ethical conduct of its teachers and leaders. Its is also important to everyone and especially crucial for the school leaders for a number of reasons. t

  14. Table 2 . Predictors of High Quality Education

  15. •Services and provisions for quality education must be manifested in the elementary years. Principals and teachers in these significant years of a child should establish an education at higher levels. Martin and Loomis (2014) supported the result of this study when they revealed that the primary purpose of most elementary schools is to prepare children for success, teaching how to think and preparing them for a useful and productive life of citizenship in the society in which they would live. •De Feo (2015) asserted that in the competitive world, all organizations aspire to have a unique competitive advantage by dealing first with customers who are the students and parents. By identifying customers, analyzing their needs, and understanding the quality status relative to competition, new product quality goals that will lead to a competitive advantage can be established. Performance results are imperative to highly value the students, giving them the details of school programs and activities. • Goetsch and Davis (2013) labeled customers as the top priority of the organization and producing high quality products ensures their satisfaction that implies continual improvement. Knight (2010) recommended to Adventist leaders and the institutions that they need to conduct a thorough and ongoing examination, evaluation, and correction of their educational practices to ensure that they align with the church’s basic philosophic beliefs. t

  16. t Table 3. Regression Coefficient on Predictors of Strategic Planning F(372,4) = 48.57 Sig.=.000 Regression is significant at the level of .01 (2 tailed) Regression is significant at the level of .05 (2 tailed)

  17. β=.386 30.2% β= -.180 1.8% β=.261 1.1% r²=.343 β= -.220 1.3%

  18. • The result implies that the more the leaders inspire, clarify the future of the institution, align individuals according to the organizational needs, stimulate creativity in their followers, solicit teachers’ ideas, value their teachers’ resourcefulness, provide rewards for effort, and recognize good performance, the better strategic planning will be. However, this strategic planning will not be in a good state if leaders will just only conform with idealized influence appealing to followers on an emotional level. • Acosta (2010) supported the result of this study when she mentioned of a leader who is transformational possessing inspirational motivation that excites the masses, shares the vision, inspires others to perform, clarifies where the organization will be in the future, creates a strong sense of purpose, aligns individuals and organizational needs, and helps followers achieve more than they thought. In planning, educational leaders must allocate resources, deal with budgets, and organize the enterprise in order to enable people to do the work necessary to move the organization toward its vision (Owens & Valesky, 2011). Moreover, Lussier and Achua (2016) assert that there is a passionate communication of better days ahead that motivates followers to support the leader’s vision. t

  19. t Table 4. Regression Coefficient on Predictors of Customer Focus F(373,2) = 97.76 Sig.=.000 Regression is significant at the level of .01 (2 tailed) Regression is significant at the level of .05 (2 tailed)

  20. β=.493 32.9% r²=.344 β= -.147 1.5%

  21. ■The result implies that of these two leadership dimensions, individualized consideration significantly predicts quality education in terms of customer focus. This means that when leaders attend to followers’ needs, act as a mentor or coach and listen to their concerns and needs, their linkage to customers is effective. On the other hand, leaders who initiate corrective action to improve performance have that capacity also to reach students and parents to patronize the offer services. ■ Owings and Kaplan (2012) cited that individualized consideration occurs where individuals are treated differently according to their needs and capabilities. Students, being the customers of the school, be given a wide-range of opportunities to hone their skills and capabilities. Principals will initiate different service offering that are well advertised to allure parents during enrollment. As children are treated differently and their needs will be catered accordingly, quality education is secured. Principals and teachers will primarily focus on the students’ needs and on what strategies best fit to them. ■ According to Adair (2011), when leaders who are so concerned with the task ignoring the individuals, it is a vast error in leadership. Lekic (2011) admonished leaders to endeavor to be quality driven, customer conscious, and continuously seek to improve educational services. t

  22. t Table 5. Regression Coefficient on Predictors of Measurement, Analysis & Knowledge Management F(374,2) = 83.07 Sig.=.000 Regression is significant at the level of .01 (2 tailed) Regression is significant at the level of .05 (2 tailed)

  23. β=.302 29.1% r²=.380 β= -.270 1.7%

  24. ■ In line with this result, Schultz (2014) cited that once individuals understand the system of profound knowledge, they will apply its principles to every kind of relationship with other people. They will have a basis for judgment of their own decisions and for the transformation of the organization that they belong to. Further, intellectual stimulation is one of the transformational leadership dimensions that refers to the degree to which leaders, stimulate their followers’ effort to be innovative and creative by questioning assumptions, reframing problems, approaching old situations in new ways, looking for better ways to do things, willing to take risk for potential gain, and not being criticized of having different ideas from their leaders (Acosta, 2010; Riaz, 2012; Sanger, 2014; Schedlitzki & Edwards, 2014) and leaders do more not only being nice to the followers but encourage followers’ self-development (Aldag &Kuzuhara, 2015). t

  25. t Table 6. Regression Coefficient on Predictors of Workforce Focus F(373.3) = 92.22 Sig.=.000 Regression is significant at the level of .01 (2 tailed) Regression is significant at the level of .05 (2 tailed)

  26. β=.302 39.9% r²=.426 β= -.145 1.7% β= -.216 1.0%

  27. ■ In accordance to the result, Adair (2011) exclaimed that leaders outdo and achieve so much more when individuals are tapped, coached, and mentored. Hence, this leads to the end product of leadership that is high and quality performance. By increasing what can be accomplished, workers gain confidence in their capacities to successfully solve other concerns or goals can be met as well through team spirit (Aldag & Kuzuhara, 2015; Owings & Kaplan, 2012; Schedlitzki & Edwards, 2014). ■ Moreover, by recognizing the value of everyone and the more leaders stay grounded, the more they build a cohesive team (Jansen Kraemer, 2011). In like manner, Cox, Bachkirova and Clutterbuck (2014) state that coaching using person-centered approach confirms that people are their own best experts. By helping the staff to mature their capabilities and collaboration skills, the leader enhances and makes full use of the organization’s human capital (Owings & Kaplan, 2012). t

  28. t Table 7. Regression Coefficient on Predictors of Operation Focus F(370,5) = 53.86 Sig.=.000 Regression is significant at the level of .01 (2 tailed) Regression is significant at the level of .05 (2 tailed)

  29. β=.260 37.1% β= -.173 2.4% β=.205 .7% r²=.421 β= -.205 .7%

  30. ■ Lussier and Achua (2016) supported the result of this study citing that this intellectual stimulation challenges followers to think “outside of the box” and re-examine old ways and methods in new ways. In a fast-changing society like what we have today, innovation has come to be seen as a strategic imperative for survival by utilizing the intellectual capacity of the followers. ■ Further, Zareen and Shahzad (2011) posited that creativity and innovation are major variables of intellectual stimulation because without these, it is very difficult to move ahead and give quality output in today’s dynamic world where quality matters in all walks of life. In this light, principals must create a warm and nurturing environment for all students; know the curriculum and recognize effective classroom instruction; and provide programs that stimulate individual teachers and students’ intellectual needs. t

  31. t Table 8. Regression Coefficient on Predictors of Results F(372,4) = 50.52 Sig.=.000 Regression is significant at the level of .01 (2 tailed) Regression is significant at the level of .05 (2 tailed)

  32. β=.328 31.4% β= -.343 1.6% β=.183 .8% r²=.352 β= -.152 1.4%

  33. ■ Schultz (2014) asserted that leaders create meaningful results by keeping people moving in the right direction amidst obstacles and challenges. They have a future perspective that enables them to establish a sense of ongoing direction. Thus, Sanger (2014) supported this outcome claiming that leaders must show a genuine interest, recognize well the variations in individuals’ skills and abilities among the subordinates by facilitating growth opportunities among them. Organizations that seek quality performance through its workers must be able to handle appropriately their behaviors and performance results. ■ Noe et al. (2010) exclaimed that all employees must be evaluated objectively through a systematic performance appraisal practice. If done correctly, this can deliver numerous valuable benefits to both employees and the institution. This would entail further top performers and be valued by the organization appropriately requiring leaders to monitor and communicate to employees according to their strengths and weaknesses. t

  34. Impact / Outcomes

  35. Bible Text

  36. References

  37. References

  38. References

  39. References

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