Candidate: David A. Barry
Doctor of Education
Therefore, the purpose of this study focuses only on the retention of current principals by analyzing the job satisfaction of Michigan high school principals and examining the relationship to the principal's leadership style. This study incorporates correlation research methods and survey procedures which includes a self-administered questionaire by the principal.
The subjects for
this study were randomly selected from the target population of all
Michigan high school principals who were employed in one of the public
high schools in Michigan during the 2002-2002 school year. From a random
sample, a total of 403 Michigan high school principals received the
surveys with 173 principals responding.
Second, in regard to leadership style, the study reveals that principals in class A high school scored significantly higher in transformational leadership than principals in class C high schools. Likewise, principals between the ages of 46 to 55 as well as between the ages of 56 to 65 had a greater Individualized Consideration for others than those between the ages of 36 to 45.
Third, in regard
to the relationship between job satisfaction and leadership style, the
study reveals that a principal's job satisfaction with work increased
when the principal's leadership style was high in Inspirational Motivation
(IM), Individualized Consideration (IC), Iealized Influence (IC), and
Intellectual Stimulation (IS) (which are the transformational leadership
styles) and low in Management by Exception (MBE) and Laizze-Faire (LF)
(which are primarily the transactional leadership styles)
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