School head’s managerial roles as correlates of organizational performance
Cherylyn Devanadera & Delon Ching
Abstract
The advent of the "new normal" undeniably introduced challenges that permeate educational environments where uncertainty has become prevalent leading schools to make significant adjustments to their plans. School leaders must now contemplate various scenarios to find solutions, as these undoubtedly aid in the continuity of effective learning delivery and assist educators in navigating through challenging period. Hence, this study explores the school head’s managerial roles as correlates of organizational performance of public elementary schools employing descriptive-correlational design. The study utilized survey questionnaires to examine their proficiency with interpersonal, decisional, and informational roles. The findings suggest a clear and positively significant relationship between school heads' managerial roles and school performance. The school heads fulfillment of managerial duties has a notable impact on the overall performance and outcomes of the school. Likewise, the same result was obtained regarding the correlation between school heads' managerial roles and teachers' performance. This paper argues that effective school heads play a crucial role in supporting and developing their teachers and the entire school community.
Keywords
managerial roles, teachers' performance, School-based Management, school performance
Author information & Contribution
Cherylyn Devanadera. Corresponding author. Elementary School Teacher II, Sto. Cristo Elementary School- DepEd San Pablo City
Delon Ching. Research Advisor, Instructor I, Laguna State Polytechnic University- San Pablo City Campus
Disclosure statement
Funding
Institutional Review Board Statement
AI Declaration
Notes
Acknowledgement
References
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Cite this article:
Devanadera, C. & Ching, D. (2023). School head’s managerial roles as correlates of organizational performance. International Journal of Educational Management and Development Studies, 4 (3), 110-133. https://doi.org/10.53378/353015
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