Teachers’ perceptions of the influence of leaders’ behaviours on school culture: Exploring paradigm RePaDO

Abstract

This study examines perspectives of seven Jamaican primary school teachers on the degree to which their principals’ leadership behaviours include emphasizes recognition, promotes participation in decision-making, takes account of their diverse skills, and demonstrates openness to criticism. The study further explores whether teachers consider the principal’s behaviour as contributing to the culture of the school. The study found that teachers value expressions of recognition and opportunities to participate in decision-making. The study also found that while teachers are consulted, they are of the view that their contributions are not sufficiently considered. Instructively, all respondents held the view that while all members of staff were responsible for shaping the culture of the school, the principal had a leading role to play. The findings of the study suggest the need for post-training executive coaching component be implemented which would involve periodic structured conversations about growth, leadership, interpersonal relationships, and culture leadership, among other issues. This mechanism would allow the principal to reflect critically on how he/she in shaping the culture of the school. This coaching exercise would have an even greater impact if it were reinforced by confidential 360° performance reviews focussing on various aspects of cultural leadership.