Professional Documents
Culture Documents
ON SCHOOL CLIMATE
Mark R. Stratton
August, 2010
ii
ABSTRACT
The principalship is complex and often times, underappreciated. The combination of a
boundless
workload,
strict
accountability
demands,
and
revolutionizing
job
responsibilities are at the root of the issue. While these problems are difficult for a
seasoned administrator, they may seem insurmountable for a new principal. Secondary
level principals are under even more pressure as they must attend to graduation and
dropout rates, a larger student body and a more diverse curriculum.
Thus, many
principals experience considerable difficulty during their first year because they are
overwhelmed by a plethora of responsibilities. Consequently, they are often insensitive
to, and/or unaware of, the climate that surrounds them. Such ignorance could prove
detrimental to teacher morale, student achievement, and even the principals career. This
research will heighten the awareness of principals consideration to school climate and
provide practical strategies and suggestions for secondary school principals to apply as
they adjust to, or manipulate, the existing climate of a school. This study examined the
relationship between new secondary school principals and school climate.
The
iii
new secondary principals contribute to a positive school climate and new secondary
school principals tend to influence school climate rather than be influenced by it.
iv
ACKNOWLEDGEMENTS
Although I have always prided myself on my work ethic and self-discipline, these
professional qualities alone would not have allowed me to produce this study. Writing a
doctoral dissertation takes much more than an individuals finest qualities. It takes the
guidance, support, encouragement, friendship, and love of others. The Sage program
delivered on their promise of an intense, but collaborative approach to achieving a
doctorate in education.
I would like to extend my appreciation to my superintendent, Mr. Thomas
McGowan and the Glens Falls City School District Board of Education for making this
opportunity possible. Their flexibility and support throughout this process is testimony
of their commitment to professional growth. I am eager and committed to use my
education to help the Glens Falls City School District achieve continued success.
I am grateful to Dr. Jim Butterworth and Dr. Ann Myers for selecting me as a
member of cohort II of the Sage Educational Leadership doctoral program. It was their
vote of confidence that afforded me this opportunity over many other qualified
candidates. It was also their vision to craft a unique doctoral program that will assist
many more aspiring school leaders.
I will miss each and every member of cohort two. The combination of elementary
and secondary school principals, public and private school administrators,
superintendents, instructional leaders, and technology directors has provided me with an
eclectic education over the past two years and a strong professional network. More
importantly, I have gained 13 friends. Over the course of two years we shared several
laughs and a few hardships. These personal experiences are the foundation of the cohort
philosophy.
I will miss the monthly meetings at Friendlys with my coach, Dr. Peter
McManus. Dr. McManus would not allow me to lose sight of what, or who, was most
important to me. He was not only instrumental in helping me overcome the difficulties of
the program, but my professional and personal ones as well. Thanks to Dr. McManus, I
was able to effectively balance my professional, personal and educational endeavors.
I am most grateful to Dr. Ray OConnell for his devoted assistance with my data
analysis. He is one of the rare individuals who not only has a profound understanding of
statistics, but can teach it too. Dr. OConnell sacrificed more of his time and attention to
my success in this program than any other individual. I could not have completed this
study without his assistance and encouragement. I will miss our frequent meetings at
Uncommon Grounds and our battles for the window seat.
Although they never lecture and seldom offer advice unless asked, my brother and
sister have had a tremendous influence on my personal and professional growth. I admire
their personal integrity and devotion to family. They are wonderful siblings, parents, and
people who I will continue to model and admire for the rest of my life.
Words cannot express how grateful I am to my parents. They provided me with a
wonderful childhood in which my character was established. My fathers work ethic,
integrity and dignity and my mothers dependability, nurturing and morals are the
foundation of my existence. It was also their sacrifices that allowed me to experience
higher education. I know that obtaining my doctorate has made them proud, but it is I
vi
who am proud to be their child. I hope and pray that they will overcome a recent
personal crisis and live long and healthy lives. I love you both.
Finally, I dedicate this study to my wife, Lauren. This study would not have been
possible without her unconditional encouragement and support. She never doubted that I
could achieve a doctorate in education even when I did. She also tolerated my at-times
irritable temperament due to the added stress of the program and assumed the majority of
the household responsibilities over the past two years. Although my attention to her
during the course of this program was insufficient, I pledge to be the devoted husband
that she deserves. I love you more than life itself and I anxiously await the birth of our
first child, Quinn Juliet Stratton.
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TABLE OF CONTENTS
ACKNOWLEDGEMENTS .......vi
LIST OF TABLES ..xiii
CHAPTER 1: INTRODUCTION ...1
Purpose Statement ...........5
Research Questions .6
Definition of Terms .6
Significance of the Study ....7
Organization of the Study ...8
Limitations ..8
CHAPTER 2: REVIEW OF LITERATURE 11
Climate versus Culture ..12
School Climate ..13
Elementary and Middle School Principals and School Climate ...15
All Principals and School Climate 17
New Principals and School Climate .19
High School Principals and School Climate .24
New High School Principals and School Climate 26
CHAPTER 3: METHODOLOGY.28
Purpose Statement .28
Research Questions ...28
viii
ix
xi
LIST OF TABLES
xii
xiii
CHAPTER I
INTRODUCTION
There is no shortage of literature related to leadership. Reeves (2002) maintains
that in excess of twenty-six thousand books have been written on this topic. The majority
of these authors have acknowledged the complexity of leadership: the route to the top is
more arduous and trickier than it has ever been, and the top itself is more slippery and
more treacherous than Everest ever was (Bennis, 2003, p. 18). The public perception of
leaders is also disingenuous: our attitudes toward leaders are cynical. We tend to lavish
disproportionate attention and praise on them for a time, to treat them like royalty, only to
turn on them at some point and treat them like devils (Bennis, 2003, p. xvi). The recent
demise of some of Americas major corporations such as AIG, Enron, Fannie Mae, and
others has not helped this negative perception. Thus, a leader should not be oversensitive
to the disapproval of her constituents: The successful educational leader must accept
some unpopularity as she challenges time-honored tradition, insists on data to support
prejudices, and make difficult decisions (Reeves, 2002, p. 8).
These challenges and high expectations place considerable pressure on leaders.
Bennis (2003) goes as far as stating that our quality of life depends on our quality of
leaders.
accepting a leadership position. Future leaders must understand and accept that being at
the top involves adversity and self-determination: The first step in becoming a leader,
then, is to recognize the context for what it is-a breaker, not a maker; a trap, not a
launching pad; an end, not a beginning-and declare your independence (Bennis, 2003, p.
19).
Thus, a negative stigma has been bestowed upon leaders. Heifetz (1994) further
emphasized this notion by stating that the ancient linguistic root of the word to lead
means to go forth, die (p. 15).
A similar portrayal of leadership is also reflected in education. Sorenson (2005)
states that anyone who accepts a campus administrative position is stepping into one of
the most critical and demanding roles in education today (p. 61). Hall (2009) maintains
that principals are often overwhelmed by the challenges that confront them. School
leaders are faced with a dynamic job description that is constantly changing. The role of
a 21st century principal has become increasingly complex as the position now requires a
thorough understanding of technology, special education, state and federal mandates, and
instructional methodologies (Whitaker, 2003).
multifaceted position would incur considerable power and authority. However, Fullan
(2000) argues that this is not the case and states that the job of the principal or any
educational leader has become increasingly complex and constrained. Principals find
themselves locked in with less and less room to maneuver (p. 156).
All principals, despite their experience or level, are faced with a myriad of
responsibilities.
accountability demands, scarce resources, and other changes have put more demands on
the principal than ever (p. 36). A schools success or failure is often attributed to the
principal. While the principal may receive notoriety for leading a high achieving school,
they are also held accountable for a failing one (Spillane, 2009). Moreover, the job
description of a principal continues to expand: The principals role has thus grown to
include that of entrepreneur, community organizer, and negotiator in addition to that of
instructional and moral leader (White-Smith & White, 2009, p. 262).
While the aforementioned demands are challenging for the most seasoned
administrator, the pressure for first year principals is even greater: New principals today
face nearly overwhelming responsibilities that would challenge the most competent
leaders in any field (Sorenson, 2005, p. 61). Sorenson contends that novice principals
are expected to be legal and instructional experts, visionaries, and inspirational leaders
while maintaining the daily operations of the building.
The success of a
secondary principal is often attributed to high graduation and low dropout rates, the
percentage of students attending college, and high achieving scores on state and federal
assessment exams. Thus, the demands of a secondary principal exceed those of an
elementary one.
Though few would argue that a new secondary principal is often overwhelmed
with a variety of tasks, their attention to school climate could possibly be the most
important. Parkay et al. (1992) maintain that the principals capacity, decisions, and
actions in dealing with both human and material resources will result in determining
whether the climate in the school is positive or negative, good or bad. Langston et al.
(1998) agree that while the details to be addressed by the new principal are
overwhelming enough, developing an understanding of how to deal with them requires
the ability to interpret each in the context of one underlying reality school culture (p.
2).
maintaining a positive school climate. Hall (2009) maintains that the most important
undertaking of a new principal is working collaboratively with their staff.
New principals often begin their position with little or no information about the
existing climate in the school. Harvey (1991) insists that novice principals enter the
building as aliens, unaware of their surroundings. Subsequently, this puts them in a
precarious situation - conform to the existing climate of the school or forge ahead with
their own initiatives. Being unaware and/or insensitive to the social dynamics within the
school could be detrimental to a new principal. Thus, the rationale for this study is to
seek a better understanding of the influence that new secondary school principals have on
school climate. Harvey states that a grounded theory of the way in which the new
principal enters a fully operational school and attempts to exercise influence during the
first year of appointment remains to be developed (1991, p. 7). It is the intent of the
student researcher to provide practical information to new secondary school principals
that will help them assimilate to the existing climate in their building, while moving
forward with their own initiatives.
Research Questions
1. Is there a relationship between leadership styles and school climate as perceived
by the teachers and the new secondary school principal?
2. Do certain leadership styles of new secondary school principals produce a
positive or negative school climate?
3. Are there any commonalities in leadership styles among new secondary school
principals?
4. Are new secondary school principals more inclined to influence school climate or
are they more influenced by the school climate?
Definitions of Terms
The following terms are used throughout this study and should be interpreted as
follows:
BOCES: Boards of Cooperative Educational Services (BOCES) in New York State.
School districts statewide depend on BOCES to meet their educational and
financial goals. The BOCES model provides accountability, municipal sharing,
efficiency and equity (boces.org)
High School: A public high school in New York State, excluding New York City with a
grade configuration of 9-12
Leader: the architect of sustained improvement of individual and organizational
performance (Reeves, 2002, p. 4).
Leadership a process whereby an individual influences a group of individuals to
achieve a common goal (Northouse, 2010, p. 3).
Leadership Style The characteristics and/or behaviors of a leader based on the subscales
of the Leadership Behavior Description Questionnaire (LBDQ) Form XII
New Principal: Designates that the principals surveyed for this study were serving in
their first year as principal at the current building.
principals who participated in the study were serving in their first year as a
principal, others had prior experience as a principal in a different building.
School Climate: refers to the quality and character of school life. It is based on patterns
of school life experiences and reflects norms, goals, values, interpersonal
relationships, teaching, learning and leadership practices, and organizational
structures (Mazzei, 2009, p. 2).
School Culture: The underground stream of norms, values, beliefs, traditions, and rituals
that has built up over time as people work together, solve problems, and confront
challenges (Peterson and Deal, 1998, p. 28).
Secondary School: A public high school in New York State, excluding New York City
with a grade configuration of 6-12 or 7-12.
climate that surrounds them. Such ignorance could prove detrimental to teacher morale,
student achievement, and even a principals career. This research will heighten the
awareness of principals consideration of school climate and provide practical strategies
and suggestions for principals to apply as they adjust to, or manipulate, the existing
climate of a school.
analysis, and the fifth chapter includes a summary of the findings, conclusions and
recommendations for future research and practice.
respondents was the LBDQ which contained 100 questions. The second survey, the OHIS, was composed of 44 questions.
10
CHAPTER II
REVIEW OF LITERATURE
There is a plethora of literature that examines the relationship of principal
leadership to school climate. Throughout this endeavor, the student researcher examined
books, dissertations, theses, scholarly journals, newspaper articles and presentations.
Much of this research spans across all levels of the principalship or focuses on the middle
and/or elementary levels.
influence of secondary school principals on school climate. Moreover, even less has
been documented about first year secondary school principals and their influence on
school climate.
The ensuing review of literature will illustrate research in ascending order of
relevancy and significance to the topic. Therefore, as the review of literature progresses,
the research becomes more refined and relevant to this study. The data is organized by
the following subgroups and in the following order: Elementary and Middle School
Principals and School Climate, All Principals and School Climate (the level of the
school/principal is not known), New Principals and School Climate, High School
Principals and School Climate, and finally, New High School Principals and School
Climate.
independently as well as explore the relationship between them as they relate to principal
leadership style.
11
whether climate is a subcomponent of culture or the contrary. Schoen and Teddlie (2008)
contend that culture is the larger entity of which climate is derived. No matter the
nomenclature, Gonder et al. (1994) argue that culture represents a schools history, while
climate refers to the current social conditions within the building.
Williamson and
Blackburn (2009) further discern that a schools culture is manifested through its deeprooted customs and traditions. Further complicating the issue is that researchers have
hypothesized that a schools culture can significantly impact its climate. Peterson and
Deal (1998) maintain that an organizations history and tradition affects every aspect of
school life. Other scholars have also supported this notion: School climate refers to the
quality and character of school life. It is based on patterns of school life experiences and
reflects norms, goals, values, interpersonal relationships, teaching, learning and
leadership practices, and organizational structures (Mazzei, 2009, p. 2).
The intent of this study was to examine the impact that new secondary school
principals have on the current conditions in their building school climate. However,
literary articles related to both school climate and school culture were examined because
many of the scholars used these terms interchangeably.
12
School Climate
Vail (2006) wrote a review for the American School Board Journal that examined
a principal who took over a building with poor morale. The leader improved the spirit of
his faculty through empowerment and encouragement.
constructivism is critical to student success: in any building where the adults are happy
and productive, the children are bound to be happy and productive, too (2006, p. 5).
Although the building principal has the greatest influence on his or her staff, Vail
contends that district officials can also contribute to a content working environment. She
provides the following strategies for educational leaders to help create a positive school
climate: support new teachers, confront and manage negativity, empower and praise
teachers, delegate, be consistent with discipline, encourage professional development,
listen to your staffs needs, keep a tidy building, and be empathetic.
Freiberg (1998) composed a journal for Educational Leadership that illustrated the
complexity and multifaceted composition of school climate. He asserts that there must be
synergy among all aspects of the school in order to create a healthy climate. He also
pointed out that many school administrators overlook their schools climate until it
becomes a problem: Much like the air we breathe, school climate is ignored until it
becomes foul (Freiberg, 1998, p. 22). Thus, school leaders should be proactive in their
efforts to sustain a positive school climate.
feedback from the entire school community. He emphasizes the value of including
students in this process: The feedback process also allows students to be citizens rather
than tourists in their school as they realize that they have an opportunity to participate in
shaping the education process (1998, p. 24).
13
composition of school climate is yet another reason to accept input from a variety of
constituents:
The elements that make up school climate are complex, ranging from the quality
of interactions in the teachers lounge to the noise levels in hallways and
cafeterias, from the physical structure of the building to the physical comfort
levels (involving such factors as heating, cooling, and lighting) of the individuals
and how safe they feel. Even the size of the school and the opportunities for
students and teachers to interact in small groups both formally and informally add
to or detract from the health of the learning environment. The support staff
cafeteria workers, bus drivers, custodians, and office staff add to the multiple
dimensions of climate (Freiberg, 1998, p. 22).
Freiberg also suggests that the behaviors in a school cafeteria strongly reflect a
schools climate.
transforming the cafeteria. Freiberg states: The climate of a school can be set by what
happens in the common areas, the playground, the hallways and the infamous cafeteria
(1998, p. 25).
Donaldson et al (2009) emphasized the need for principals to balance between
productivity and relationships. Donaldson and team state that the bold action needed to
improve the schools performance often puts staff relationships at risk (p. 8). Thus, a
principals interpersonal skills are paramount. Unfortunately, the development of such
attributes is often left out of the education and professional development of
administrators (Donaldson et al., 2009). Donaldson and company (2009) support a
humanistic approach to school leadership one in which the principals focus is on
14
people and developing relationships. They emphasize the following about principals:
Their success at mobilizing faculty and staff to do their best work depends on their
abilities to grow and maintain honest, supportive relationships with and within that group
of important adults (Donaldson et al., 2009, p. 14).
Donaldson et al are not the only scholars to stress the value of positive
relationships in the workplace. Principal Ted Sizer of Huntington Beach High School
asserts: Personalization is the single most important factor that keeps kids in school
(Shore, 1995, p. 76). Shore (1995) provides an account of the California schools attempt
to improve their buildings climate. While Donaldson et al encourage school leaders to
establish a strong rapport with their staff, Shores message encourages teachers and
administrators to build relationships with students.
education, according to Sizer, is one where students are known by adult professionals in
the school (2009, p. 76). Shore (1995) attributes the adopt-a-kid program, weekly
meetings to discuss student concerns, celebrating student successes, an anti-violence
campaign, and block scheduling to a healthy climate at Huntington Beach High School.
Shore (1995) also cites lower suspension and expulsion rates, improved academic
achievement, fewer students in need of remediation and improved student behavior as
evidence of success at Huntington Beach High School.
15
teachers perceptions of leadership style and the principals own perception of his
leadership style. Kelley and team argue that the key to effective principal leadership is
knowing the intricacies of your staff: principals must deal with the various levels of
skills and abilities of their faculty and a continuity of divergent situations within todays
complex school environment (2005, p. 17). They contend that principals who have a
profound understanding of their faculty, are better equipped to accommodate them, thus
positively impacting school climate.
16
He states that:
Scholars aver that the way a principal conducts the interpersonal business of a school
determines a schools climate/culture and that principal-staff relationships are
representative of all other relationships in a school (p. 159).
Shaw (2009) conducted a study at the elementary and middle school levels to
determine if certain leadership behaviors contributed to a positive school climate and if a
relation existed between these two factors as perceived by the teachers. Shaw stresses the
value of a principal having a clear understanding of the personal dynamics that exist in
the building. He asserts: Understanding school culture will give principals a framework
to understand complex relationships as well as to understand difficult problems that may
occur in their schools (Shaw, 2009, p. 5). Overall, the study indicated that a weak
relationship exists between the style of the principal and school climate, but middle
school climate was affected more than elementary climate by their principals leadership
practices.
17
18
He states:
supervisors to measure each groups perception of the level of support that the new
principals were receiving.
19
understanding of the level of support that they were providing. It is therefore necessary
to remedy this disconnect to reduce principal succession: If we want to retain principals
and attract new ones, we need a higher level of congruence in how supervisors and
principals view support (p. 37). The study offers a variety of suggestions for the
supervisors of new principals such as: offering more feedback, providing a mentor,
spending more time with them, and helping new principals learn about the schools
culture. Such support, Hertting concludes, is especially critical in todays competitive
market: at a time when demands are increasing and districts are facing smaller pools of
candidates, it (help) is critical (p. 37).
Coutts et al. (1997) examined the impact of three new principals on their
respective schools climate. The researchers claim that staff and students are reenergized
at the beginning of the school year and therefore more impressionable to the changes
brought on by a new principal. An elementary, middle, and high school principal were
each administered a survey at the beginning of the school year, received treatment with
the intent of improving school climate, and were surveyed again in January of the same
year. Although Coutts et al hypothesized that all three principals would have a positive
influence on school climate, the results of the surveys were inconclusive.
Mason (2005) also emphasized how influential a new principal can be and
contends that teachers and students will model the behavior of a principal. The study
examined two new principals who had opposite effects on their schools climate. One
principals leadership style was said to produce a healthy school climate, while the other
principals leadership style caused a negative school climate.
quantitative study was to determine if there was variation in the teachers opinions of the
20
Seventy-three
faculty and staff members from a middle school in Georgia completed a survey that
evaluated their principal. The study concluded that there was considerable variation
among the teachers perceptions regarding leadership styles.
A project report to the California State University Department of Educational
Administration, Psychology, and Counseling (2001) by Charles A. Cuellar focused on the
personal connections between principals and teachers of an urban K-8 building and the
impact such relations have on school climate. Cuellar (2001) maintained that principals
have the ability to generate a positive school climate by establishing personal connections
with teachers. He states: Principals who show understanding and take an individual
interest in teachers and who are proactive do produce positive results for teachers (p.
35). Thus, a positive climate is a successful climate. Like Mason (2005), Cuellar
recognizes that a principals behavior can influence his faculty: The leadership style of a
principal either encourages or discourages the staff (p. 3). The study concluded that a
strong relationship exists between principal leadership style and school climate.
Osterman and company (1993) conducted a longitudinal study that received 158
responses from newly appointed principals in New York City. It was determined that
many of the new principals believed that their authority was suppressed by central office,
thus limiting their capacity and desire to be creative.
superintendents should openly express their expectations for new principals and allow
them the means to become effective leaders. Also significant, Osterman acknowledges
that the dynamics of a school is just as influential on a new principal as the principal is on
the school.
21
The impact that a principal has on his or her staff is once again illustrated by
Pepper and Thomas (2001): the leadership style of the principal greatly affects, either
positively or negatively, the learning and working environments for students and
teachers (p. 155). Pepper was a first year principal of a K-5 school with approximately
400 students. She argued that a positive school climate is the foundation of a principals
success. The autoethnographical study focuses on her change from an authoritarian to a
transformational leader.
22
teaching-learning task (Hoy, Tarter & Kottcamp from Eshbach, 2008, p. 6). Unlike
Ostermans sample (1993), the elementary principals surveyed by Eshbach perceived
their leadership style as transformational and therefore more effective.
Another study focusing on the impact of new elementary principals on school
climate was done by Langston et al. (1998). The qualitative study focused on the
successful practices of two elementary principals as well as the difficulties of one
unsuccessful elementary principal. The study revealed that the successful principals
embraced the schools culture, developed a strong professional network, maintained a
structured school environment, identified themselves as the primary authority figure, and
considered themselves successful.
unsuccessful did not work in a school with a positive climate, did not feel she was
supported, did not see herself as a strong leader, and referenced her personal successes
rather than the schools (Langston et al, 1998).
23
that the staff had more confidence in the assistant principals than the principal because
they were easier to approach about sensitive issues.
Letcher (2006) focused on the relationship between principals and school climate
in five small rural junior-senior high schools. Specifically, the study examined teachers
perceptions of the principals leadership, teachers perception of school climate, and how
the two related. Letcher maintains that the smaller the school, the more influenced they
24
are by the principal: In small schools, the environment can be altered more easily,
allowing for one person to have a tremendous effect on the impact of the climate (p. 3).
Although the research suggests that transformational leadership style can cause a positive
school culture, Letcher asserts that most principals possess a myriad of leadership
characteristics, all of which influence school climate.
Barr (2006) attempted to ascertain whether certain leadership styles of high
school principals tended to promote a positive school climate. Barr also examined five
high schools for his research. The results of the study indicated that positive leadership
behaviors tend to improve staff morale, thereby producing a healthy school climate. Barr
believes that principals are aware of their influence: Leaders recognize that their
behavior influences the climate of the school, therefore producing positive or negative
results of the organization and their ability to perform their job in a productive manner to
enhance school improvement efforts (2006, p. 96). Also significant, was that Barr
recommends future research on this topic with less experienced principals.
Another study that examined the relationship of high school principals and school
climate focused specifically on the principals personality. Vickers (2004) hypothesized
that a principals appropriate use of humor would foster a positive school culture.
Similar to the majority of the aforementioned authors, Vickers stressed the importance of
a personal connection or bond between the principal and staff. He suggests how humor
can enhance such personal relations: When used appropriately, humor can build
relationships, enhance communication, and diffuse a tense situation (Vickers, 2004, p. 1)
Teacher and principal questionnaires were given throughout 11 high schools. The results
indicated that humor did have a positive influence on school climate.
25
principals must also take initiative and learn as much as possible about the school and the
community before accepting a position (Morford, 2002, p. 14).
Parkay, Currie, and Rhodes (1992) examined twelve new high school principals
over the course of three years as they adapted to their schools climate. Parkay and
company called the process professional socialization and referred to their research as the
Beginning Principal Study (BPS). They explain their intent: to document and describe
the experiences, challenges, and keys to success common to the first-year principal
(Parkay et al. 1992, p. 49). Parkay et al constructed a professional socialization hierarchy
(PSH) to help identify and describe the various levels of professional socialization. They
concluded that the more professional socialization a leader exhibits the better:
26
others, even while encouraging others to subscribe to theirs (Parkay et al. 1992, p.
70).
Also significant, was that Parkay and team declared that those principals at the top
of the professional socialization hierarchy are less likely to be influenced by external
pressures. They assert: they seem to be guided by an internal, rather than external, locus
of control (Parkay et al. 1992, p. 71). Parkay, Currie, and Rhodes conclude that the best
way to help new principals is by networking with other principals through workshops,
trainings, and socialization. They also recommend staff facilitated teams for instituting
change rather than self-directed initiatives.
The literature review begins by distinguishing between school climate and school
culture. The student researcher agrees with Gonder et al. (1994) in that school culture
represents the longstanding customs and traditions of a school, while school climate
refers to the current social dynamics of the building. The focus of this study was on the
impact that new principals have on school climate. A great deal of the literature in this
section emphasized the value of strong relationships between the principal and staff in
producing a healthy school climate. Only a fraction of the abovementioned resources
related to the impact of new secondary school principals on school climate.
27
CHAPTER III
METHODOLOGY
Purpose Statement
The purpose of this quantitative study was to examine the relationship between
new secondary school principals leadership practices and school climate, and to
determine if particular leadership styles of new principals promote a positive or negative
school climate in select secondary schools in upstate New York.
investigated whether new secondary school principals share similar leadership styles.
Finally, the study attempted to determine whether the new high school principals tend to
influence the school climate or if the existing school climate causes the principals to
adapt.
Research Questions
The following research questions guided this study and were composed with the
intent of validating them through data analysis.
1. Is there a relationship between leadership styles and school climate as perceived
by the teachers and the new secondary school principal?
2. Do certain leadership styles of new secondary school principals produce a
positive or negative school climate?
3. Are there any commonalities in leadership styles among new secondary school
principals?
4. Are new secondary school principals more inclined to influence school climate or
are they more influenced by the school climate?
28
The
research was conducted in ten secondary schools in upstate New York. The districts
agreeing to participate in this study had new secondary school principals serving grades
six through twelve, seven through twelve or grades nine through twelve. The sample
included ten new secondary school principals and their teaching staff who chose to
participate. Although all ten of the principals responded to the surveys, they did not
complete each survey in its entirety, thereby prohibiting data analysis for the principal
sample. There were 249 total teacher responses.
schools ranged from 314 to 3462, while the faculties stretched from 24 to 208. The free
and reduced lunch rate varied from 6% in the most affluent community to 56% in a
poverty-stricken area (New York State Testing). The schools consist of rural, suburban,
and urban districts.
Participants were recruited by emailing the superintendents of 12 of the 37
BOCES in upstate New York. A complete list of these superintendents was found on the
New York State BOCES website. Many of the superintendents or designees provided the
names of the new secondary school principals within their regions, the school districts
that they were employed, and in some cases, their contact information. There were a total
of 24 new secondary school principals reported within the 12 BOCES.
Each local
superintendent was then sent a letter requesting permission to administer the surveys to
the new secondary school principals and his or her teaching staff (Appendix A). Once
the participating schools had been identified, the local superintendents were asked to
appoint a designee who would forward a letter via email to the principals and the
29
complete this task because the surveys assessed their leadership practices. The letter
provided an introduction of the student researcher, explained the purpose of the study,
identified the questionnaires and how they would be administered, reassured participants
of confidentiality, thanked them for participating, provided contact information for the
student researcher, and included a single link to access all three surveys. The content of
the letter that the teachers and principals received was identical, except for a distinct link
to their respective surveys. This was due to the unique questions on the demographic
surveys.
Instrumentation
Each new secondary school principal was asked to complete the Leadership
Behavior Description Questionnaire - Self, form XII (LBDQ), the Organizational Health
Inventory for Secondary Schools (OHI-S) and a demographic survey specific to new
principals.
Questionnaire - Leader, form XII (LBDQ), the Organizational Health Inventory for
Secondary Schools (OHI-S), and a demographic survey specific to teachers with new
principals. All the questions had limited choices and were therefore considered closed.
Vogt asserts that such a method is ideal for this type of research: In surveys and
interviews, researchers most often offer subjects a limited number of predetermined
responses to questions (closed format) rather than allow them to choose their own words
for answering questions (2005, p. 46).
30
Demographic Questionnaires
The teachers demographic questionnaire consists of ten questions (Appendix C).
The first seven questions seek general information about the teacher respondents, while
the remaining three questions assess the teachers perceptions of their principals effect
on school climate. The principals demographic questionnaire contains 11 questions
(Appendix D). The intent of the first eight questions on this survey was to gain more
information about the principal participants, while the remaining three questions asked
for the new principals perception of their influence on school climate. Some of the
demographic questions were modeled after Dr. Brian C. Shaws survey used in his
dissertation entitled; Impact of Leadership Styles on School Climate (2009).
perception of their principal. Stodgill (1963) states that the LBDQ: can be used to
describe the behavior of the leader, or leaders, in any type of group or organization,
31
provided the followers have had an opportunity to observe the leader in action as a leader
of their group (p. 1). The LBDQ-Self is a modified version of the questionnaire that was
administered to each principal participant. Stodgill states: With proper changes in
instructions, the questionnaire can be used by a leader to describe his own behavior
(1963, p. 11). The questions that comprise the LBDQ-Self are written for the supervisor
rather than the employee.
Form XII of the LBDQ has been revised four times and the twelve subscales that
are used to compartmentalize the multiple behaviors of leadership have also evolved
(Stodgill, 1963). One of the earliest versions of the form employed just two dimensions:
Consideration and Initiation of Structure.
(questions) that are grouped together because they are similar in nature. Scoring of the
LBDQ can be done by obtaining a sum of the scores from each item grouping (See
Below).
LBDQ Form XII RECORD SHEET
Total
Representation 1__ 11__ 21__ 31__ 41__ ( )
Reconciliation 51__ 61__ 71__ 81__ 91__ ( )
Tolerance of Uncertainty 2__ 12__ 22__ 32__ 42__ 52__ 62__ 72__ 82__ 92__ ( )
Persuasion 3__ 13__ 23__ 33__ 43__ 53__ 63__ 73__ 83__ 93__ ( )
32
Structure 4__ 14__ 24__ 34__ 44__ 54__ 64__ 74__ 84__ 94__ ( )
Tolerance of Freedom 5__ 15__ 25__ 35__ 45__ 55__ 65__ 75__ 85__ 95__ ( )
Role Assumption 6__ 16__ 26__ 36__ 46__ 56__ 66__ 76__ 86__ 96__ ( )
Consideration 7__ 17__ 27__ 37__ 47__ 57__ 67__ 77__ 87__ 97__ ( )
Production Emphasis 8__ 18__ 28__ 38__ 48__ 58__ 68__ 78__ 88__ 98__ ( )
Predictive Accuracy 9__ 29__ 49__ 59__ 89__ ( )
Integration 19__ 39__ 69__ 79__ 99__ ( )
Superior Orientation 10__ 20__ 30__ 40__ 50__ 60__ 70__ 80__ 90__ 100__
(Stodgill, 1963, p. 7)
It is necessary to understand the meanings of the subscales to interpret the results
of the instrument. Stodgill (1963) provides the following definitions on page three of the
LBDQ scoring manual:
Representation speaks and acts as the representative of the group
Demand Reconciliation reconciles conflicting demands and reduces
disorder to system
Tolerance of Uncertainty is able to tolerate uncertainty and postponement without
anxiety or upset
Persuasiveness uses persuasion and argument effectively; exhibits strong convictions
Initiation of Structure clearly defines own role, and lets followers know what is
Expected
Tolerance and Freedom allows followers scope for initiative, decision and action
Role Assumption actively exercises the leadership role rather that surrendering
leadership to others
Consideration regards the comfort, well being, status, and contributions of followers
Production Emphasis applies pressure for productive output
33
Stodgill (1963) indicates that the LBDQ was designed specifically for research
and it is not intended to be an evaluative tool. Halpin (as cited in Stodgill, 1963)
maintains that at least four respondents for each leader is ideal and ten or more
respondents do not increase the reliability of the index scores.
34
school (The Organizational Health, 2010) and provides the following choices: rarely
occurs, sometimes occurs, often occurs, and very frequently occurs. These responses
were converted to a numerical value for scoring purposes. Rarely occurs was gioven a
value of 1, sometimes occurs a 2, often occurs a 3, and very frequently occurs was
assigned a value of 4. Questions 8, 15, 20, 22, 29, 30, 34, 36, and 39 were scored in
reverse order. The 44 school items are then compartmentalized into one of seven school
climate dimensions based on the similarity of content (see below). The sum of these
questions constitutes the total dimension score.
Institutional Integrity (II) = 1+8+15+22+29+36+39
Initiating Structure (IS) = 4+11+18+25+32
Consideration (C) = 3+10+17+24+31
Principal Influence (PI) = 2+9+16+23+30
Resource Support (RS) = 5+12+19+26+33
Morale (M) = = 6+13+20+27+34+37+40+42+44
Academic Emphasis (AE) = 7+14+21+28+35+38+41+43
(The Organizational Health, 2010)
Hoy provides the following definitions for these dimensions on his website:
Institutional Integrity: describes a school that has integrity in its educational program.
The school is not vulnerable to narrow, vested interests of community groups;
indeed, teachers are protected from unreasonable community and parental
demands.
forces.
Initiating Structure: is task and achievement-oriented behavior. The principal makes
35
his or her attitudes and expectations clear to the faculty and maintains definite
standards of performance.
Consideration: is principal behavior that is friendly, supportive, and collegial. The
principal looks out for the welfare of faculty members and is open to their
suggestions.
Principal Influence: is the principals ability to affect the actions of superiors. The
influential principal is persuasive, works effectively with the superintendent,
simultaneously demonstrates independence in thought and action.
Resource Support: refers to a school where adequate classroom supplies and
instructional materials are available and extra materials are easily obtained.
Morale: is the sense of trust, confidence, enthusiasm, and friendliness among teachers.
Teachers feel good about each other and, at the same time, feel a sense of
accomplishment from their jobs.
Academic Emphasis: refers to the schools press for achievement. High but achievable
goals are set for students; the learning environment is orderly and serious;
teachers believe students can achieve; and students work hard and respect those
who do well academically.
(The Organizational Health, 2010)
The final step outlined by the manual is to calculate the average school score.
This was not done because the study did not intend to assess the health of each individual
schools climate. This sum of the averages is referred to as the health index. Hoy
maintains that these scores reflect the general well-being of a schools climate and that
36
schools with an overall health index of more than 600 have healthy climates (Hoy and
Tarter, 1992, p. 77).
Although Hoy recommends that the OHI-S be administered during a faculty
meeting, the participants were given several weeks to complete the questionnaires via
computer.
environment for participants taking the OHI-S to ensure the integrity of their answers
(The Organizational Health, 2010).
Pilot
Several teachers and principals who did not participate in the study piloted the
questionnaires for the student researcher. Their feedback included the following:
The student researcher did not change the wording or delete redundant questions on
the LBDQ or OHI because these questionnaires were purposely designed by their authors
37
38
The aforementioned
Descriptive
statistics allow the researcher to organize and describe quantitative data (Vogt, 2005).
Frequency distributions were run for several of the demographic questions. A frequency
distribution illustrates the number of times each score occurs in a group of scores
(Vogt, 2005, p. 125).
relationship existed between the teachers perceptions of the leadership practices of new
principals and the various dimensions of school climate.
correlational research as: A design in which the variables are not manipulated. Rather,
the researcher uses measures of association to study their relations (p. 64).
An
independent t-test determines if there was a difference on the average scores of one (or
more) variables between the two groups that were independent of another (Salkind,
2010, p. 219). A t-test was performed for the two demographic questions that offered
only two choices. ANOVAs were used to determine the difference in mean values of the
remaining questions on the demographic survey and the LBDQ and OHI. An analysis of
variance is defined as a test for the difference between two or more means. A simple
analysis of variance has only one independent variable. One-way analysis of variance
looks for differences between the means of more than two groups (Salkind, 2010, p.
377).
39
.8 to 1.0
.6 to .8
Strong relationship
.4 to .6
Moderate relationship
.2 to .4
Weak relationship
.0 to .2
Weak or no relationship
Ethical Consideration
Every effort was made to ensure the confidentiality and anonymity of the
respondents and the specific schools. The study adhered to all of the provisions and
mandates of the Sage Institutional Review Board.
respondents had the choice of opting out of the surveys at any time. The data are stored
on a password protected computer only accessible to the student researcher. The research
was labeled no-risk based on the levels of review of the IRB. The student researcher
offered to donate $1.00 for each completed survey to the Haiti Relief Fund via Red Cross
to encourage participation.
40
CHAPTER IV
DATA ANALYSIS
The following research questions guided this study and served as the foundation
for the data analyses: Is there a relationship between leadership styles and school climate
as perceived by teachers and new secondary school principals? Do certain leadership
styles of new secondary school principals produce a positive or negative school climate?
Are there any commonalities in leadership styles among new secondary school
principals?
Next, the
relationship of the leadership subscales and school climate dimensions to the teachers
demographic questionnaire is examined. Finally, whether the new principals changed or
conformed to the existing school climate is investigated.
41
is a method of tallying, and representing, how often certain scores occur (p. 83). The
teachers demographic questionnaire consists of ten questions.
age range, gender and ethnicity of the respondents. The next four questions ask for
professional information, while the last three questions assess the teachers perceptions of
their principals effect on school climate. The primary objective of this section was to
gain more information about the teacher participants. The final three questions were not
presented in this section because they sought the opinion of the participants.
This section revealed distinct findings related to teacher demographics.
For
example, the greatest percentage of the teacher participants were white, female, and
between the ages of 46 and 59.
significant information related to the teachers education and careers. For instance, 94%
of the participants had received their Masters degree or beyond, while more than half the
respondents had 15 or less years of teaching experience and worked in their current
building for 10 years or less. Finally, over 60% of the teachers indicated that they had
worked for five or more principals during their careers.
Table 2 displays the frequency distribution for the age range of the studys teacher
participants. It indicates that there were more teacher respondents between the ages of 51
and 59 (Forty-Two) than any other age range. The age range with the least amount of
teacher participants was 21 to 25 (three). The table also indicates the percentage of
teacher responses in each age range.
42
Table 2
Frequency Distribution for Teachers Age Range
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
21-25
1.2
1.9
1.9
26-30
20
8.2
12.4
14.3
31-35
16
6.5
9.9
24.2
36-40
22
9.0
13.7
37.9
41-45
21
8.6
13.0
50.9
46-50
27
11.0
16.8
67.7
51-59
42
17.1
26.1
93.8
60 and over
10
4.1
6.2
100.0
161
65.7
100.0
84
34.3
245
100.0
Total
Missing
Total
The teachers were also asked to identify their gender in the demographic survey.
Table 3 illustrates the teachers frequency distribution for gender. The data reveal that
111 of the respondents were female (69%) and 49 were male (31%). A total of 160
teachers responded to this question.
Table 3
Frequency Distribution for Teachers Gender
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
Missing
Total
Female
111
45.3
69.4
69.4
Male
49
20.0
30.6
100.0
Total
160
65.3
100.0
85
34.7
245
100.0
Table 4 indicates that the teacher participants of this study were predominantly
white (91%), while four Black (3%), two Hispanic (1%) and one Asian teacher also
43
responded. Seven teachers (4%) selected other for their race. One hundred and fiftynine teachers answered this question.
Percent
Valid Percent
Cumulative
Percent
Valid
Missing
Total
Asian
.4
.6
.6
Black
1.6
2.5
3.1
Hispanic
.8
1.3
4.4
Other
2.9
4.4
8.8
White
145
59.2
91.2
100.0
Total
159
64.9
100.0
86
35.1
245
100.0
44
Table 5
Frequency Distribution for Teachers Highest Level of Education Completed
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
Bachelors
10
4.1
6.3
6.3
Masters
87
35.5
54.7
61.6
Masters +30
57
23.3
35.8
97.5
Specialist
1.6
2.5
100.0
Doctorate
.4
.6
6.9
159
64.9
100.0
86
35.1
245
100.0
Total
Missing
Total
Table 6 is a frequency distribution for the number of years that the teachers were
employed at their current school.
45
Table 6
Frequency Distribution for Teachers Years at Current School
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
0-5
46
18.8
28.8
28.8
6-10
40
16.3
25.0
41.3
11-15
20
8.2
12.5
55.6
16-20
23
9.4
14.4
80.6
More than 20
31
12.7
19.4
100.0
160
65.3
100.0
85
34.7
245
100.0
Total
Missing
Total
A total of
158 teachers answered this question. Thirteen teachers (8%) indicated that they had
between 0 and 3 years teaching experience, thirty-eight respondents (24%) had taught
between 4 and 9 years, thirty-three teachers (21%) had been employed between 10 and 15
years, twenty-nine respondents (18%) fell in the range of 16 and 20 years and forty-five
teachers (29%) had more than 20 years of service.
Table 7
Frequency Distribution for Teachers Experience
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
0-3
13
5.3
8.2
8.2
4-9
38
15.5
24.1
29.1
10-15
33
13.5
20.9
47.5
16-20
29
11.8
18.4
71.5
More than 20
45
18.4
28.5
100.0
158
64.5
100.0
87
35.5
245
100.0
Total
Missing
Total
46
Percent
Valid Percent
Cumulative
Percent
Valid
18
7.3
11.1
11.1
22
9.0
13.6
24.7
24
9.8
14.8
39.5
5 or more
98
40.0
60.5
100.0
162
66.1
100.0
83
33.9
245
100.0
Total
Missing
Total
A considerable amount of demographic data was collected for this study. Each
teacher participant was asked their age, gender, ethnicity, highest level of education
obtained, number of years at their current school, years of teaching experience and
number of principals for whom they have worked. Some of the demographic categories
revealed considerable variability, while the others did not. Age range, number of years at
current school and number of years teaching experience displayed a more balanced
response rate.
principals under which teachers worked all reflected a dominant response. For example,
47
69% of the teacher participants were female, 91% were white and 94% had received their
masters degree or beyond. Most significant, was that 61% of the teachers maintained
that they had worked for five or more principals throughout their careers, while 53% had
15 or less years of teaching experience. This data suggest a high turnover rate for
secondary school principals.
The data analysis for the first research question is presented in this section.
Research Question 1 inquired if a relationship existed between leadership style and
school climate as perceived by the teachers and principals.
principal participants could not be measured because their response rate was insufficient.
The teachers perceptions of the impact of their principals leadership styles on school
climate are illustrated below.
This section proved that there is a relationship between the leadership styles of
new secondary school principals and school climate.
subscales had a total correlational strength of 18 or higher and therefore represented the
strongest correlations: Demand Reconciliation, Predictive Accuracy, Tolerance of
Freedom, Consideration, Persuasiveness, Initiation of Structure, Integration, Tolerance of
Uncertainty, and Role Assumption. Conversely, Representation, Superior Orientation
and Production Emphasis had the weakest relationships with school climate and reported
total correlational strengths of 12 or below.
48
IS
PI
RS
AE
.035
.547**
.386**
.177
.154
.235
.212
** p .01,
* p .05
Representation is most closely associated with the OHI dimensions, Initiating
Structure and Consideration. According to Salkinds interpretation, Representation has a
moderate positive relationship to Initiating Structure (r = .547, p = .000). Although
Representation has a weak relationship to Consideration, it is statistically significant (r =
.386, p = .001). Morale (r = .235, p = .076) and Academic Emphasis(r = .212, p = .086)
also have a weak association with this LBDQ subscale. The OHI dimensions of Principal
49
IS
PI
RS
AE
.456**
.596**
.666**
.541**
.485**
.459**
.356**
** p .01
* p .05
50
Tolerance of Uncertainty consists of ten questions: 2, 12, 22, 32, 42, 52, 62, 72,
82, and 92. This LBDQ subscale means that a leader is able to tolerate uncertainty and
postponement without anxiety or upset (Stodgill, 1963, p. 3). Tolerance of Uncertainty
measures how well a principal reacts to doubt and delay. Table 10 reveals the correlation
between Tolerance of Uncertainty and the school climate dimensions of the OHI based
on the teachers responses.
Table 11
Pearson Correlation Coefficient for Tolerance of Uncertainty and OHI
II
IS
PI
RS
AE
.352*
.540**
.755**
.547**
.437**
.213
.215
** p .01
* p .05
51
The relationship between Persuasion and the seven dimensions of the OHI is illustrated in
the ensuing table.
Table 12
Pearson Correlation Coefficient for Persuasion and OHI
II
IS
PI
RS
AE
.545**
.507**
.644**
.557**
.361**
.486**
.271*
** p .01
* p .05
All seven OHI school climate dimensions have a positive correlation with the
LBDQ subscale of Persuasion. Consideration (r = .644, p = .000) is the only OHI school
climate dimension that reflects a strong relationship with this LBDQ subscale. Principal
Influence (r = .557, p = .000), Institutional Integrity (r = .545, p = .000), Initiating
Structure (r = .507, p = .000) and Morale (r = .486, p = .000) are all moderately
correlated to Persuasion. Resource Support (r = .361, p = .002) and Academic Emphasis
(r = .271, p = .022) reflect a weak relationship with Persuasion.
Initiation of Structure consists of ten items: 4, 14, 24, 34, 44, 54, 64, 74, 84, and
94. The LBDQ subscale means that the leader clearly defines own role, and lets
followers know what is expected (Stodgill, 1963, p. 3). Thus, the teachers provided
their perspective on how well the principal defined his responsibilities as well as those of
his faculty. The teachers perception of the relationships between Initiation of Structure
and the seven dimensions of school climate is illustrated in Table 13.
52
Table 13
Pearson Correlation Coefficient for Initiation of Structure and OHI
II
IS
PI
RS
AE
.351*
.654**
.619**
.478**
.282*
.483**
.323**
** p .01
* p .05
Initiation of Structure is related to all seven dimensions of the OHI. The Initiating
Structure dimension of the OHI and Initiation of Structure subscale from the LBDQ offer
a similar definition. Accordingly, there is a strong association between the two variables
(r = .654, p = .000).
53
Table 14
Pearson Correlation Coefficient for Tolerance of Freedom and OHI
II
IS
PI
RS
AE
.624*
.452**
.773**
.481**
.522*
.268*
.328*
** p .01
* p .05
and
Morale (r = .268, p = .035) each suggest a weak association with Tolerance of Freedom.
Stodgill (1963) defines the LBDQ subscale, Role Assumption, as actively
exercises the leadership role rather than surrendering leadership to others (p. 3).
Therefore, the teachers measured the level of authority assumed by their principal.
Table 15 illustrates the relationship of Role Assumption to the seven dimensions of the
OHI. Role Assumption consists of the following ten questions: 6, 16, 26, 36, 46, 56, 66,
76, 86, and 96.
54
Table 15
Pearson Correlation Coefficient for Role Assumption and OHI
II
IS
PI
RS
AE
.280
.621**
.401**
.536**
.263*
.376**
.258*
** p .01
* p .05
Table 16
55
Table 16
Pearson Correlation Coefficient for Consideration and OHI
II
IS
PI
RS
AE
.572**
.509**
.842**
.515**
.537*
.389**
.307*
** p .01
* p .05
The only tandem that displayed a very strong
relationship according to
56
Table 17
Pearson Correlation Coefficient for Production Emphasis and OHI
II
IS
PI
RS
AE
.112
.327**
.043
.195
-.015
.488**
.027
** p .01
* p .05
The only two OHI dimensions that are statistically significant and have a positive
correlation with Production Emphasis are Morale and Initiating Structure. Production
Emphasis has a moderate relationship to Morale (r = .488, p = .000) and a weak
correlation to Initiating Structure (r = .327, p = .001). The five remaining dimensions of
the OHI indicate a weak or no association with Production Emphasis. They range from
an r value of .195 (Principal Influence) to -.015 (Resource Support).
Production
Emphasis has an overall weak relationship with the school climate dimensions.
Stodgill (1963) defines Predictive Accuracy as exhibiting foresight and ability to
predict outcome accurately (p. 3). The LBDQ subscale has five items: 9, 29, 69, 79 and
99. The teacher respondents evaluated the ability of their new principal to accurately
forecast results.
57
Table 18
Pearson Correlation Coefficient for Predictive Accuracy and OHI
II
IS
PI
RS
AE
.405*
.495**
.705**
.551**
.499*
.517**
.295*
** p .01
* p .05
58
Table 19
Pearson Correlation Coefficient for Integration and OHI
II
IS
PI
RS
AE
.437**
.487**
.589**
.480**
.367*
.507**
.407**
** p .01
* p .05
Integration has a moderate relationship with six of the seven OHI dimensions:
Consideration (r = .589, p = .000), Morale (r = .507, p = .000), Initiating Structure (r =
.487, p = .000), Principal Influence (r = .480, p = .000), Institutional Integrity (r = .437, p
= .006) and Academic Emphasis (r = .407, p = .000). Only resource support has a weak
association with Integration.
The final LBDQ subscale is Superior Orientation.
Superior Orientation as maintaining cordial relations with superior; has influence with
them; is striving for higher status (p. 3). There are ten items in this subscale: 10, 20, 30,
40, 50, 60, 70, 80, 90 and 100. For the purpose of this study, Superior Orientation is
twofold: the principal establishes friendly relations with, and is respected by, district
administration and he or she has aspirations for career advancement. Table 20 illustrates
the relationship between Superior Orientation and the seven dimensions of school
climate.
59
Table 20
Pearson Correlation Coefficient for Superior Orientation and OHI
II
IS
PI
RS
AE
.267
.160
.085
.292**
.041
.344*
.265*
** p .01
* p .05
Superior Orientation has an overall weak association with the OHI dimensions.
Only Morale (r = .344, p = .012), Principal Influence (r = .292, p = .009) and Academic
Emphasis (r = .265, p = .036) are statistically significant. The other dimensions of the
OHI convey weak to no relationship with the Superior Orientation subscale of the LBDQ
and are not statistically significant.
Table 21 illustrates a summary of the correlational strength for each LBDQ
subscale and the OHI according to Salkinds Correlation Coefficient scale. The table
conveys how many times each LBDQ subscale had a very strong, strong,
moderately strong, weak, or weak to no relationship with the OHI. The following
conversion scale was used to obtain a total correlational strength for each LBDQ
subscale: very strong = 5 points, strong = 4 points, moderately strong = 3 points,
weak = 2 points and weak to no = 1 point.
60
Table 21
Correlational Strength of each LBDQ Subscale with the OHI
LBDQ Subscale
Very
Strong
Moderately
Strong
Point Conversion
Weak
Strong
Weak or
Total
No
5 Pts
4 Pts
3 Pts
2 Pts
1 Pt
Reconciliation
21
Predictive
21
Tolerance of Free
21
Consideration
21
Persuasion
20
Structure
20
Integration
20
Tolerance of Uncert
19
Role Assumption
18
Representation
12
Superior Orientation
11
Production
10
61
and Production have the weakest overall relationship with school climate with ranges of
10 to 12 points.
The third research question inquired about the leadership styles that new
secondary school principals have in common. Table 22 displays the most common
LBDQ subscales of new secondary school principals in descending order. Thus, the
higher the leadership subscale appears on the table, the higher the teachers rated their
new principal on that leadership criterion. The percentage for each subscale was obtained
by dividing the mean value into the maximum score. This was necessary because eight
subscales had ten questions on the LBDQ with a maximum score of 50 (Structure, Role
Assumption, Superior Orientation, Tolerance of Uncertainty, Persuasion, Consideration,
Tolerance of Freedom and Production), while the remaining four subscales had five
questions and a maximum score of 25 (Representation, Demand Reconciliation,
Integration and Predictive Accuracy). Therefore, it was necessary to convert the mean
scores into percentages in order to compare all 12 subscales in the same table.
62
Table 22
Mean Values of LBDQ Subscales
N
Structure
Representation
Role Assumption
Demand Reconciliation
Superior Orientation
Tolerance of Uncertainty
Persuasion
Consideration
Tolerance of Freedom
Integration
Predictive Accuracy
Production
Valid N (listwise)
166
188
164
171
146
156
168
170
168
170
167
165
111
Minimum
Maximum
Mean
Value
Std.
Deviation
17
6
17
5
22
13
14
14
11
5
6
16
50
25
50
25
50
50
50
50
47
25
25
48
39.78
19.65
39.18
19.09
36.55
36.28
36.25
36.01
35.96
17.58
17.55
34.84
5.717
3.207
6.151
3.794
4.646
6.432
7.001
7.452
7.358
3.779
3.198
5.550
Percentages
.795
.786
.783
.763
.731
.725
.725
.720
.719
.703
.702
.696
63
64
Table 23 illustrates an ANOVA for the demographic question that asked the
teachers the number of years that they were employed at their current school and the
LBDQ. The data reveal that Representation (f = 2.98, p = .021), Initiation of Structure (f
= 2.78, p = .029), Production Emphasis (f = 3.21, p = .015) and Predictive Accuracy (f =
2.60, p = .039) are all statistically significant. Thus, the teachers longevity at their
current school is a factor in how they perceive the aforementioned leadership subscales.
Table 23
ANOVA for Years at Current School and LBDQ
Sum of
Df
Squares
Representation
Structure
Production
Predictive
Between Groups
Mean
28.195
Within Groups
1267.450
134
9.459
Total
1380.230
138
337.684
84.421
Within Groups
4100.059
135
30.371
Total
4437.743
139
371.885
92.971
Within Groups
3938.767
136
28.962
Total
4310.652
140
102.763
25.691
Within Groups
1346.230
136
9.899
Total
1448.993
140
Between Groups
Between Groups
Sig.
Square
112.780
Between Groups
F
2.981
.021
2.780
.029
3.210
.015
2.595
.039
Table 24 illustrates the post hoc results for the number of years that the teachers
worked at their current school and the LBDQ subscales that were statistically significant.
The data reveal that the teachers who worked in the school for the least amount of time
(0-5 years) and the teachers with the most seniority in their current school (more than 20
years) had the greatest variation in their answers to the questions on the LBDQ that
related to the following subscales: Representation (p = .04), Initiation of Structure
(p=.06), Production Emphasis (p = .02), and Predictive Accuracy (p = .04). Specifically,
65
the teachers with 0-5 years at their current school rated their principal the highest on the
aforementioned leadership subscales, while the teachers who have been at their current
school for more than 20 years rated their principal the lowest.
66
Table 24
Scheffe Post Hoc for Years at Current School and LBDQ
Dependent Variable
(I) Years at
Mean
Std.
Mean
Std.
Current School
School
Value
Deviation
Difference
Error
Sig.
(I-J)
Representation
0-5 years
6-10 years
19.84
2.864
.481
.729
.979
11-15 years
20.22
3.388
.103
.873
1.000
16-20 years
19.33
3.136
.992
2.432
.758
.040
.758
.040
0-5 years
20.33
2.546
-2.432
years
6-10 years
19.84
2.864
-1.951
.796
.205
11-15 years
20.22
3.388
-2.329
.929
.186
16-20 years
19.33
3.136
-1.440
.888
.622
6-10 years
40.53
5.680
1.064
1.293
.954
11-15 years
40.94
4.582
.651
1.553
.996
16-20 years
38.71
5.188
2.881
1.473
.434
37.48
7.013
4.114
1.359
.063
More than 20
0-5 years
41.60
4.753
-4.114
1.359
.063
years
6-10 years
40.53
5.680
-3.050
1.440
.349
11-15 years
40.94
4.582
-3.463
1.677
.376
16-20 years
38.71
5.188
-1.233
1.603
.964
6-10 years
35.88
5.896
.881
1.269
.975
11-15 years
34.89
4.012
1.861
1.494
.817
16-20 years
34.33
5.161
2.423
1.444
.591
6.204
4.506
1.319
.024
-4.506
1.319
.024
0-5 years
Emphasis
Predictive
3.695
.838
More than 20
Production
17.89
.829
*
32.25
More than 20
0-5 years
36.76
4.999
years
6-10 years
35.88
5.896
-3.625
1.393
.155
11-15 years
34.89
4.012
-2.645
1.600
.605
16-20 years
34.33
5.161
-2.083
1.554
.773
6-10 years
17.69
3.306
.873
.742
.846
11-15 years
18.00
2.351
.561
.890
.982
16-20 years
17.76
3.434
.799
.844
.925
3.777
2.423
.763
.044
-2.423
.763
.044
0-5 years
Accuracy
16.14
More than 20
0-5 years
18.56
2.637
years
6-10 years
17.69
3.306
-1.550
.807
.453
11-15 years
18.00
2.351
-1.862
.944
.425
16-20 years
17.76
3.434
-1.624
.902
.520
67
Years experience is also a factor in how the teachers perceived the LBDQ
subscales of Role Assumption and Production Emphasis.
Df
Mean
Squares
Role
Between Groups
Assumption
Sig.
Square
381.874
95.469
Within Groups
4911.227
133
36.927
Total
5293.101
137
405.553
101.388
28.177
Production
Between Groups
Emphasis
Within Groups
3747.549
133
Total
4153.101
137
2.585
.040
3.598
.008
Table 26 shows the post hoc results for teaching experience and the statistically
significant LBDQ subscales. The teachers who had 4 to 9 years of experience and the
teachers with 16 to 20 years experience had the greatest variation in their responses to the
questions that related to Role Assumption, although this relationship was not statistically
significant (p = .160). Therefore, the teachers who indicated that they had between 4 and
9 years of experience rated their principal the highest on Role Assumption (m = 41.61),
while the teachers with 16 to 20 years of experience rated the principal the lowest on this
leadership subscale (m = 37.52).
experience rated their new principal the highest on Production Emphasis (m = 37.20),
while the teachers with more than 20 years of experience rated their new principal the
lowest on this leadership subscale (m = 32.85).
years of experience showed maximum disparity with the participants who had more than
68
Role Assumption
(I) Years of
(J) Years of
Mean
Std.
Mean
Std.
Teaching
Teaching
Values
Deviation
Difference
Error
Experience
Experience
4-9 years
0-3 years
40.67
7.762
.944
2.265
.996
10-15 years
39.15
4.312
2.463
1.547
.639
16-20 years
37.52
6.953
4.091
1.582
.160
37.78
6.097
3.831
1.388
.113
0-3 years
40.67
7.762
-3.147
2.362
.777
4-9 years
41.61
6.091
-4.091
1.582
.160
10-15 years
39.15
4.312
-1.628
1.687
.919
37.78
6.097
-.260
1.542
1.00
0-3 years
36.60
4.195
.600
1.903
.999
10-15 years
35.89
5.323
1.311
1.360
.920
16-20 years
34.64
5.314
2.560
1.390
.497
1.222
.016
16-20 years
Production Emphasis
4-9 years
More than 20
years
Sig.
(I-J)
32.85
5.769
4.346
0-3 years
36.60
4.195
-3.746
1.872
.409
1.222
.016
4-9 years
37.20
4.981
-4.346
10-15 years
35.89
5.323
-3.035
1.316
.262
16-20 years
34.64
5.314
-1.786
1.347
.780
variance (ANOVA) were used to determine if there was statistical significance in the
mean values of the participants responses to the LBDQ. All twelve LBDQ subscales
69
were entered in the dependent list for each ANOVA and the test variables for the t-test.
Only the subscales that reflected statistical significance were illustrated in this section.
This section illustrates that the teachers who believed their principal would take
the least amount of time to change the climate of their school rated the principal the
highest on three LBDQ subscales. The teacher participants who indicated that their
principal would take the most time to change school climate rated their principal the
lowest on the same leadership styles.
maintained their principal had changed the climate of their school, rated the principal
higher on two LBDQ subscales, while the teachers who believed their principal had
conformed to the existing climate, rated the principal lower on the same leadership styles.
An ANOVA was performed to examine the teachers perceptions of how long
they expected their new principal to make a difference in the climate of their school and
the LBDQ subscales. Nine of the twelve LBDQ subscales were statistically significant.
Consideration, Tolerance of Uncertainty and Superior Orientation were the only LBDQ
subscales that showed no statistical significance. The full table can be seen in the
(Appendix G).
Table 27 illustrates the Post Hoc test for the demographic question of how long
the teachers expected it to take their new principals to change the climate of the school
and the three most statistically significant LBDQ subscales. The teachers who believed
that their principal would take less than two years to change the climate of their school
had the greatest variation in mean scores to the teachers who believed their principal
would take more than 6 years. The trend of this table reflects that the less time the
teachers felt it would take their principal to change the climate of their school, the higher
70
they rated their principal on the LBDQ subscales. Specifically, the teachers who believed
that it would take their principals less than two years to make a difference in the climate
of their school, rated their new principals the highest on Demand Reconciliation,
Persuasion and Production. Conversely, the teachers who believed that it would take
their principal more than six to affect the climate of the school, rated the principals the
lowest on the three leadership subscales.
Table 27
Scheffe Post Hoc for Time to take Principal to Change the School Climate and LBDQ
Dependent
Mean
Std.
Mean
Std.
Variable
Principal to
Principal to
Value
Deviation
Difference
Error
Make Difference
Make Difference
2-3 years
18.35
3.553
1.416
.708
.266
4-6 years
17.00
2.828
2.768
1.437
.299
3.055
8.434
2.153
.002
-8.434
2.153
.002
-7.018
2.206
.020
Reconciliation
Persuasion
Production
11.33
19.77
3.774
18.35
3.553
4-6 years
17.00
2.828
-5.667
2.535
.177
2-3 years
35.87
6.187
1.369
1.250
.754
4-6 years
32.33
5.645
4.904
2.748
.368
8.327
16.570
3.829
.001
-16.570
3.829
.001
-15.202
3.917
.002
20.67
37.24
6.661
2-3 years
35.87
6.187
4-6 years
32.33
5.645
-11.667
4.619
.100
2-3 years
34.81
4.345
.877
1.019
.864
4-6 years
30.43
7.743
5.259
2.063
.095
13.188
3.764
.008
-13.188
3.764
.008
-12.311
3.825
.018
-7.929
4.224
.322
(I-J)
2-3 years
Sig.
22.50
35.69
.707
5.420
2-3 years
34.81
4.345
4-6 years
30.43
7.743
71
either: My principal has changed the climate of the school or My principal has
conformed to the existing climate of this school. The results indicate that the teachers
who affirmed that their principal changed the climate of the school rated their principal
higher on the Representation (m = 20.12) and Predictive Accuracy (m = 18.17) subscales
of the LBDQ.
conformed to the existing climate of the school rated their principals lower on the
aforementioned leadership subscales (m = 17.73 and m = 15.48 respectively). Thus, the
difference between the mean values is statistically significant for Representation (p =
.002) and Predictive Accuracy (p = .003).
Table 28
t-test for Expectation of Principal to Change or Conform to School Climate and LBDQ
Representation
Change
Conform
Mean Value
20.12
17.73
Predictive Accuracy
Mean Value
Change
18.17
Conform
15.48
Std. Deviation
2.646
3.494
Std. Deviation
2.817
4.022
T
3.283
T
3.184
Sig.
.002
Sig.
.003
The preceding section illustrates the relationships between the questions on the
demographic survey and the LBDQ. In general, the teachers with less experience and
less time at their current school rated their principal higher on various leadership
subscales than the teachers with more experience. Also significant, was that the teachers
who believed that it would take the least amount of time for their principal to change the
climate of the school, held their principals leadership capacity in higher regard. Finally,
72
the teachers who indicated that their principal changed the climate of the school, rated the
principal higher on two leadership subscales.
samples t-test also revealed that gender was not a factor in the way the respondents
perceived school climate.
73
would take their principal longer to change school climate. The results also illustrate that
the teacher participants who declared that their principal had changed the climate of their
school rated their principal higher on the OHI dimension of Morale, but lower on
Production Emphasis. The teachers who believed that their principal conformed to the
existing school climate rated these dimensions the opposite.
Table 29 is an ANOVA that illustrates the relationship between the demographic
question pertaining to the amount of time that teachers expected it would take their
principal to affect the climate of their school and the OHI dimensions that were
statistically significant. Although the ANOVA revealed that Principal Influence was
significant (p = .000), a Post hoc test could not be performed because at least one group
had fewer than two cases. Therefore, the only OHI dimension that was statistically
significant with a Post hoc test was Morale (p = .000).
Table 29
ANOVA for Time the Teachers expected it to take their Principal to Change the School
Climate and OHI
Sum of
df
Mean
Squares
Morale Score
Between
Sig.
Square
384.575
128.192
Within Groups
1105.364
62
17.828
Total
1489.939
65
80.685
26.895
Within Groups
239.591
83
2.887
Total
320.276
86
7.190
.000
9.317
.000
Groups
Principal Influence
Between
Score
Groups
Table 30 illustrates the post hoc results for the preceding ANOVA. The data
show that the teachers who believed their principal would take less than two years to
74
affect their schools climate had the greatest variation in their perception of morale (p =
.010) with those who indicated it would take 4-6 years.
maintained that their principal would take less than two years to change the climate of
their school rated the OHI dimension of Morale the highest, while the teachers who
believed it would take 4-6 years to change the school climate, rated this dimension the
lowest.
Table 30
Scheffe Post Hoc for Time the Teachers expected it to take their Principal to Change the
School Climate and OHI
Dependent
Mean
Std.
Mean
Std.
Variable
Principal to
Principal to Make
Value
Deviation
Difference
Error
Make
Difference
Sig.
(I-J)
Difference
Morale Score
Less than 2
years
2-3 years
4-6 years
2-3 years
26.33
3.162
3.202
1.185
.073
2.521
.010
4-6 years
20.67
10.504
8.868
22.00
5.657
7.535
3.054
.119
29.53
4.032
-3.202
1.185
.073
4-6 years
20.67
10.504
5.667
2.633
.212
22.00
5.657
4.333
3.147
.597
2.521
.010
29.53
4.032
-8.868
2-3 years
26.33
3.162
-5.667
2.633
.212
22.00
5.657
-1.333
3.854
.989
More than 6
29.53
4.032
-7.535
3.054
.119
years
2-3 years
26.33
3.162
-4.333
3.147
.597
4-6 years
20.67
10.504
1.333
3.854
.989
Table 31 illustrates a t-test for the demographic question that asks the teachers to
indicate whether their principal has changed the climate of the school or conformed to the
existing one and the OHI. The data show that the teachers who indicated that their
principal changed the climate of the school rated Morale higher (m = 29.02), but the OHI
dimension of Academic Emphasis lower. Concurrently, the teacher participants who
75
believed that their principal had conformed to the existing school climate, rated Morale
lower (m = 25.00) and Academic Emphasis higher (m = 24.15).
Table 31
t-test for Expectation of Principal to Change or Conform to the School Climate and OHI
Morale
Change
Conform
Mean Value
29.02
25.00
Std. Deviation
3.449
6.947
T
2.227
Sig.
.000
Std. Deviation
2.947
4.580
T
-.116
Sig.
.033
Academic Emphasis
Change
Conform
Mean Value
24.00
24.15
The intent of this section was to present the relationships between the questions
on the demographic survey and the OHI. The OHI dimension of Morale showed a
relationship with the time that teachers believed it would take their principal to make a
difference as well as the expectations teachers had for their principal to change the
climate of the school. Specifically, the teachers who indicated that it would take their
principal less than two years to change the climate of their school, rated Morale the
highest. Similarly, the teacher participants who indicated that their principal would
change, rather than conform to their schools climate, also rated Morale higher.
However, the same teacher population rated the OHI dimension of Academic Emphasis
lower.
76
The same analysis methods were conducted with the OHI and
influence on school climate rated four OHI dimensions higher than the teachers who
perceived their principals impact on school climate as negative.
77
Table 32
Frequency Distribution for Principals Effect on School Climate
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
48
19.6
30.0
30.0
Positive Impact
96
39.2
60.0
90.0
Negative Impact
16
6.5
10.0
100.0
160
65.3
100.0
85
34.7
245
100.0
Total
Missing
System
Total
Table 32 reveals that 96 out of 160 (60%) of the respondents maintained that their
new principal has had a positive effect on school climate.
Forty-eight teachers
maintained that it is too early to tell if their principal has influenced the school climate
and 16 teachers reported that their new principal had adversely affected the climate of
their school.
While the data illustrate that the majority of the teacher participants indicated that
their new principal improved the existing climate of their school, it does not reveal the
leadership styles that contributed to the improved climate. Therefore, an ANOVA for the
demographic question that pertains to the impact that new principals have had on school
climate and the LBDQ was performed. It indicated that all twelve of the leadership
subscales were statistically significant. The full table can be seen in the appendices
(Appendix H). Table 33 illustrates a Scheffe Post hoc test for the three most statistically
significant LBDQ subscales.
impact, and negative impact are all statistically significant at the .000 level for
Tolerance of Uncertainty, Tolerance of Freedom and Consideration. The greatest mean
difference for each of the three LBDQ subscales exists between the teachers who
78
responded that their principal has had a positive effect on school climate versus those
who thought their principal has had a negative impact on the climate of the school.
Therefore, the teachers who rated their new principal the highest on the questions related
to these three leadership subscales, perceived their principal as having a positive impact
on school climate. Accordingly, the teachers who rated their principal the lowest on
Tolerance of Uncertainty, Tolerance of Freedom and Consideration, believed their
principal had a negative effect on the climate of the school.
In sum, Tolerance of
Uncertainty, Tolerance of Freedom, and Consideration are the three most probable
leadership subscales that produce a positive school climate.
79
Table 33
Scheffe Post Hoc Test for Principals Effect on School Climate and Most Statistically
Significant LBDQ Subscales
Dependent
(I) Which
(J) Which
Mean
Std.
Mean
Std.
Variable
Statement is
Statement is Most
Value
Deviation
Difference
Error
Most Accurate
Accurate
Positive Impact
Tolerance of
Uncertainty
(I-J)
Negative Impact
Positive Impact
Negative Impact
Tolerance of
Freedom
Positive Impact
Negative Impact
Positive Impact
Negative Impact
Consideration
Positive Impact
Negative Impact
Positive Impact
Negative Impact
Sig.
39.27
27.23
34.44
27.23
34.44
39.27
39.06
26.00
34.18
26.00
34.18
39.06
39.39
24.60
33.98
24.60
33.98
39.39
4.850
-4.833*
1.012
.000
7.704
7.208
1.680
.000
4.833
1.012
.000
12.041
1.577
.000
-7.208
1.680
.000
-12.041
1.577
.000
-4.878
1.094
.000
8.182
1.757
.000
4.878
1.094
.000
13.060
1.647
.000
-8.182
1.757
.000
-13.060
1.647
.000
-5.414
1.042
.000
9.377
1.684
.000
5.414
1.042
.000
14.791
1.575
.000
-9.377
1.684
.000
-14.791
1.575
.000
5.201
7.704
5.201
4.850
4.569
6.698
7.586
6.698
7.586
4.569
5.533
5.343
5.916
5.343
5.916
5.533
An ANOVA for The Principals Effect on School Climate and the OHI
dimensions that are statistically significant is illustrated in Table 34. Initiating Structure
(p = .000), Consideration (p = .000), Principal Influence (.019), and Resource Support (p
= .000) are statistically significant when compared to the abovementioned demographic
factor.
80
Table 34
ANOVA for Principals Effect on School Climate and OHI
Sum of Squares
df
Mean
Sig.
Square
Initiating Structure
Consideration
Principal Influence
Resource Support
Between Groups
95.106
47.553
Within Groups
385.608
109
3.538
Total
480.714
111
Between Groups
244.326
122.163
Within Groups
225.133
71
3.171
Total
469.459
73
28.889
14.445
Within Groups
291.387
84
3.469
Total
320.276
86
Between Groups
183.137
91.568
Within Groups
685.530
72
9.521
Total
868.667
74
Between Groups
13.442
.000
38.527
.000
4.164
.019
9.617
.000
The post hoc results for the Principals Effect on School Climate and the OHI is
illustrated in Table 35. The data reveal that the way in which teacher participants
responded to this demographic question, was a factor in how they perceived the following
OHI dimensions: Initiating Structure, Consideration, Principal Influence and Resource
Support. Again, the teachers who indicated that their principal had a positive impact on
school climate versus those who answered that their principal had a negative effect,
showed the greatest variation in their perception of the aforementioned climate
dimensions.
81
Table 35
Scheffe Post Hoc for Principals Effect on School Climate and OHI
Dependent
(I) Which
(J) Which
Mean
Std.
Mean
Std.
Variable
Statement is Most
Statement is
Value
Deviation
Difference
Error
Accurate
Most Accurate
Positive Impact
17.71
1.860
-1.390*
.403
.004
Negative Impact
14.63
2.615
1.698
.746
.080
1.720
1.390
.403
.004
.700
.000
Initiating
Structure
Positive Impact
Negative Impact
Consideration
Principal
Influence
Positive Impact
Negative Impact
Resource
Support
Positive Impact
16.32
14.63
2.615
3.087
16.32
1.720
-1.698
.746
.080
.700
.000
Positive Impact
17.71
1.860
Positive Impact
17.17
1.846
-.887
.530
.254
-3.087
1.346
.000
Negative Impact
6.00
1.414
16.29
1.490
.887
.530
.254
1.414
11.172
1.281
.000
-10.286
1.346
.000
-11.172
1.281
.000
6.00
16.29
1.490
10.286
Positive Impact
17.17
1.846
Positive Impact
16.14
1.663
-.706
.460
.314
Negative Impact
14.14
2.116
1.292
.804
.280
15.43
.466
.706
.460
.314
.746
.032
Negative Impact
14.14
2.116
1.997
15.43
.466
-1.292
.804
.280
.746
.032
Positive Impact
16.14
1.663
Positive Impact
15.62
2.547
-1.270
.816
.304
-1.997
1.543
.008
Negative Impact
9.40
5.128
14.35
3.717
1.270
.816
.304
5.128
6.220
1.447
.000
-4.950
1.543
.008
-6.220
1.447
.000
Negative Impact
Negative Impact
(I-J)
Negative Impact
Negative Impact
Negative Impact
Sig.
9.40
14.35
15.62
3.717
2.547
4.950
The preceding section illustrates that the majority of the teacher participants
perceived their new principal as having a positive impact on the climate of their schools.
Accordingly, the same teacher population rated several of the LBDQ subscales and OHI
dimensions higher than the teachers who believed their principal adversely affected their
schools climate.
82
The final research question asked teachers if their new secondary school
principals were more inclined to influence, or be influenced by, their school climate. The
results of the final section not only reveal that most of the teacher participants believed
that their principal had changed the climate in their school, but that the change would
happen relatively quickly.
Table 36 illustrates a frequency distribution for question number ten on the
demographic survey. Eighty-three percent of the teachers responded that their new
principal has changed the climate of their school, while 17% indicated that their principal
had conformed to the existing school climate.
participants, new secondary school principals are more inclined to influence the existing
climate of a school than be influenced by it.
83
Table 36
Frequency Distribution for Expectations of Principal to Change or Conform to School
Climate
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
130
53.1
82.8
82.8
27
11.0
17.2
100.0
157
64.1
100.0
88
35.9
245
100.0
System
Total
While the research validates that the vast majority of the teacher participants
believed their new secondary school principals changed the climate in their school rather
than conformed to it, the time for a new principal to affect the school culture is also
significant. Table 37 reveals that the majority of the teacher participants (68%) believed
that it would take less than two years for their new principal to change the climate of the
school. Twenty-six percent believed it would take their principal 2-3 years to impact
school climate, while 4% indicated it would take 4-6 years. Only 2% of the teacher
respondents believed that it would take their principal more than six years to influence
school climate.
84
Table 37
Frequency Distribution for Time the Teachers expected it to take Principal to Change the
School Climate
Frequency
Percent
Valid Percent
Cumulative
Percent
Valid
108
44.1
67.9
67.9
2-3 years
41
16.7
25.8
93.7
4-6 years
2.9
4.4
98.1
1.2
1.9
100.0
159
64.9
100.0
86
35.1
245
100.0
Total
Missing
System
Total
The data in the final section of chapter four reveals the profound influence that
new principals can have on a school climate.
participants agree that their principal had changed the climate of the school, but they
concurred it would happen relatively quickly.
Conclusion
The ensuing table provides a summary of chapter four as it illustrates the data
analysis done for each demographic question. In addition to the information provided in
Table 38, the following data analysis methods were used to address each research
question in its entirety: a frequency distribution was performed for each demographic
question, a Pearson Correlation Coefficient was produced for each LBDQ subscale and
the OHI, and the mean values were listed for each LBDQ subscale.
85
Table 38
Summary of Data Analysis
Question on
Demographic Survey
Age Range
Data Analysis
ANOVA
Statistically Significant?
LBDQ
OHI
NO
NO
Gender
t-test
NO
NO
Ethnicity
ANOVA
NO
NO
Education
ANOVA
NO
NO
ANOVA
YES
NO
Teaching Experience
ANOVA
YES
NO
# Principals
ANOVA
NO
NO
ANOVA
YES
YES
ANOVA
YES
YES
Change or Conform
t-test
YES
YES
Table 38 illustrates that an ANOVA performed for age range, ethnicity, education
and the number of principals under which the teachers worked revealed no statistical
significance when compared to the LBDQ and the OHI, while an ANOVA for years at
current school and teaching experience was statistically significant with only the LBDQ.
Only the ANOVAs related to the principals effect on school climate and the time that
teachers expected it would take their principal to make a difference were statistically
significant with both the LBDQ and OHI. Although a t-test for Gender yielded no
statistical significance with the LBDQ or the OHI, the t-test for the demographic question
86
that asked the teacher participants if their principal changed or conformed to the existing
school climate did reflect statistical significance with both the LBDQ and OHI.
87
CHAPTER V
CONCLUSION
There is no debate that the principalship is evolving into a multifaceted and
complex position. Principals at the secondary level have an even greater challenge as
they typically have a larger student body, a more diversified curriculum, more expansive
budget and have to contend with graduation and drop out rates. While such demands are
challenging for experienced administrators, new principals must learn the dynamics of a
building while confronting these plethora of responsibilities. The purpose of this study
was to examine the impact that new secondary school principals have on school climate.
The following research questions guided this study:
A primary objective of this study was to provide research that would help new
principals better understand and adjust to the existing climate of their school. As a new
high school principal, the student researcher experienced considerable resistance and
opposition while attempting to implement change before learning the intricacies of the
88
school climate. This research will provide practical suggestions for new principals to
help them avoid making the same mistakes as those made by the student researcher.
The importance of a strong relationship between the principal and staff
consistently reappeared throughout the review of literature. Nearly all of the information
emphasized that a personalized approach to leadership is conducive to a healthy school
climate. The literature review also distinguished between school climate and culture.
Gonder et al. (1994) surmised that climate refers to the current conditions in the school,
while culture represents a schools traditions and customs. Thus, the focus of this study
was to examine the influence that the new principals had on the current conditions in
their school - its climate. Although there is considerable literature related to principal
leadership and school climate, very little has been written about the impact of new
secondary school principal leadership style and school climate.
The population for this study consisted of the faculty and principals of ten public
schools in upstate New York with varying demographic information. The Leadership
Behavior Description Questionnaire was used to measure the teachers and principals
perception of the principals leadership capacity. The Organizational Health Inventory
for Secondary Schools was also given to each teacher and principal participant to
determine how they perceived their schools climate.
89
Summary of Findings
Results of Demographic Questions
The questions from the demographic survey yielded significant findings.
Although the largest percentage of teachers identified themselves in the highest age
range, over half of the participants had between 0 and 15 years experience. Accordingly,
over half the teacher participants indicated that they had been employed at their current
school for ten years or less. Nevertheless, over 60% of the teachers maintained that they
had worked for five or more principals throughout their careers. These data suggest a
high attrition rate for new secondary school principals and further validates the need for,
and significance of, this study.
Research Question 1
The first research question asked: Is there a relationship between leadership style
and school climate as perceived by the teachers and the new secondary school principals?
The principal data for this question could not be validated due to an insufficient response
rate, thus the study did not ascertain what the principals perceptions of the relationship
between leadership style and school climate was. However, the teachers responses
indicated that the following nine leadership subscales had the strongest relationships with
school climate: Demand Reconciliation, Predictive Accuracy, Tolerance of Freedom,
Consideration, Persuasiveness, Initiation of Structure, Integration, Tolerance of
Uncertainty, and Role Assumption.
90
school climate. In sum, all twelve of the LBDQ subscales are related to, and have
varying influence on, school climate.
Research Question 2
Research Question 2 inquired: Do certain leadership styles of new secondary
school principals produce a positive or negative school climate? The majority of the
teacher participants indicated that their new principal had a positive effect on school
climate, while only a small percentage believed their principal had adversely impacted
the climate of their school. Although all the principals were serving in the first year as
principal in their respective buildings, their starting date could have varied and/or their
contact with various faculty members could be limited. This may explain why nearly one
third of the teachers maintained that it was too early to tell what impact their principal
had on school climate.
The teachers who maintained their principal had a positive impact on school
climate rated the leadership styles of Tolerance of Uncertainty, Tolerance of Freedom
and Consideration the highest, while those who responded that their new principal had a
negative influence on school climate, rated them the lowest. Therefore, the teachers
perceived these leadership subscales as contributing to a positive school climate when
actively practiced by new secondary school principals, but having a negative effect on
school climate when not present.
This research also identified the specific school climate dimensions that are most
conducive to a positive school climate. The teachers who rated Initiating Structure,
Consideration, Principal Influence and Resource Support the highest perceived their
91
principal as having a positive impact on school climate, while the teachers who rated
these OHI dimensions the lowest, believed that their principal adversely affected the
climate of their school. In sum, these OHI dimensions were perceived by the teacher
participants as contributing most to a positive school climate when practiced by their new
principals, but contributing to an unfavorable school climate when absent.
Research Question 3
Research Question 3 asked: Are there any commonalities in leadership styles
among new secondary school principals? The teachers indicated that all twelve of the
LBDQ subscales were present in new secondary school principals between 70 and 80
percent of the time. Although the order of each LBDQ subscale was determined, it was
not necessary to distinguish among them due to minimal variability. Therefore, the
results of this study indicate that all twelve of the LBDQ subscales are common among
new secondary school principals.
Research Question 4
The final research question asked: Are new secondary school principals more
inclined to influence school climate or are they more influenced by school climate? Over
80% of the teacher participants maintained that their principal changed the climate of
their school.
92
the teachers who indicated that their principal had conformed to the existing school
climate rated these leadership styles the lowest. Thus, the teachers perceived their new
principals aptitude of representing his constituents and predicting outcomes as the main
contributors to changing school climate.
The same teacher population who indicated that their principal had changed the
climate in their school rated the OHI dimension of Morale the highest and Academic
Emphasis the lowest. The minority of teacher participants who perceived their new
principal as conforming to the existing school climate rated these school dimensions
inversely.
This data infer that a high morale contributes to change, while pressure for
Consideration, Tolerance of
Uncertainty and Superior Orientation were not statistically significant, which may imply
that these leadership styles are counterproductive to rapid change.
The teachers who believed their principal would take the least amount of time to
change the climate of the school rated the OHI Dimension of Morale the highest.
93
Therefore, not only is a high morale conducive to change, it may expedite the change
process.
Other Findings
The study revealed significant findings that did not directly relate to the research
questions. For example, the teacher participants who responded that they had been
employed at their school for the least amount of time rated their new principal the highest
on Representation, Initiation of Structure, Production Emphasis and Predictive Accuracy.
However, the inverse relationship occurred with the teachers who had been employed at
their current school for twenty or more years as they rated these leadership styles the
lowest.
Similarly, years of teaching experience also influenced the way in which teachers
perceived Role Assumption and Production Emphasis. Teachers with less experience
rated their principal higher on these leadership styles, while those with more experience
rated them lower.
94
Conclusions
The results of this study determined that a positive relationship exists between the
leadership styles of new secondary school principals and school climate. It was also
determined that various leadership styles of new secondary principals and select school
climate dimensions can contribute to a positive school climate when practiced, while the
same factors can result in a negative school climate when absent. Finally, the data
proved that new secondary school principals share several leadership styles and they tend
to influence school climate rather than conform to the existing one.
Several scholars have studied the influence of principal leadership on school
climate and concluded that a significant relationship exists. Kelley (2005) asserted that
school climate is directly linked to teachers perceptions of a principals effectiveness
(p. 21). Williamson (2007) stated that an analysis of data in this study supported the
hypothesis of a significant relationship between the principals leadership style and
school climate (p. 90). Finally, Barr (2006) maintained that the state of the school
climate is directly related to leadership. While there are several studies relative to
principal leadership and school climate, few have examined the effects of new principals
at the secondary level.
95
Tolerance of Uncertainty means that the principal is able to tolerate uncertainty and
postponement without anxiety or upset (Stodgill, 1963, p. 3). Therefore, new principals
will benefit from remaining calm when they are unclear about a situation or faced with
delays. A principal who employs Tolerance of Freedom allows followers scope for
initiative, decision and action (Stodgill, 1963, p. 3).
participants, it is essential that new secondary school principals allow their teachers the
autonomy to think and act on their own. Consideration means that the principal regards
the comfort, well being, status, and contributions of followers (Stodgill, 1963, p. 3). It is
paramount that new principals be sensitive to the general welfare of their teachers and
acknowledge their service. New principals who actively apply these leadership styles to
their daily practice are likely to produce a positive school climate, while the school
leaders who neglect such practice, could adversely affect the climate of their school. It is
therefore recommended that new principals consistently employ these leadership styles.
Notably, the OHI dimensions that contributed most to a positive school climate
relate directly to principal leadership. For example: Initiation of Structure means that
the Principal makes his or her attitudes and expectations clear; Consideration is
principal behavior that is friendly, supportive, and collegial; Principal Influence is the
principals ability to affect the actions of superiors; and Resource Support refers to a
school where adequate classroom supplies and instructional materials are available (The
Organizational Health, 2009). Only Resource Support lacks the term principal as part
of its definition, yet it is customary that supplies and materials are allocated by the
building leader. In sum, it is recommended that new secondary school principals have
clear expectations and exhibit a personable demeanor upon their inception. However, it
96
will take time for a new building leader to earn the respect of district-level administrators
and providing adequate resources may be beyond their influence due to budgetary
constraints. Nevertheless, it is recommended that new secondary school principals begin
their positions by actively applying the leadership styles of Resource Support (whenever
possible), Initiation of Structure and Consideration, while working toward Principal
Influence.
Williamson (2007) also deduced that Initiation of Structure and Consideration
were valuable school climate dimensions. He argued that the absence of these two
leadership practices can have an unfavorable impact on school climate: the study found
that teachers who perceived their principal to be low in consideration and low in initiating
structure also perceived their school climate to be closed (2007, p. 95). Thus, it is likely
that the application of these leadership subscales will foster a healthy school climate.
This study illustrated that all twelve of the LBDQ subscales were common among
new secondary school principals as perceived by the teacher participants. It is therefore
recommended that new principals balance the application of several leadership styles to
cultivate a healthy school climate. Mason (2005) also pointed out that the intricacies of
the principalship require several behaviors. Although an order for each LBDQ subscale
was established based on its prevalence as perceived by the teachers, it was not necessary
to distinguish among them due to minimal variability.
recommendation of this study that one leadership style is practiced more frequently than
another.
Similar to the results of this study, Shaw (2009) concluded that teachers perceived
Predictive Accuracy as the least common leadership style among elementary and middle
97
school principals. Unlike this study, Shaw did not examine new principals or high school
principals.
Therefore, one may conclude that school level and whether or not the
principal was new to the building, are not factors in how teachers perceived their
principals capacity to accurately predict outcomes.
This study clearly suggests that new principals have a greater influence on their
school climate than the contrary. Although new principals are eager to infuse their
knowledge and ideas on their building, it is recommended that they do so slowly and
systematically. It is imperative that new principals learn the intricacies of the existing
school climate and culture before making extensive change. Although the results of this
study indicate that a majority of the teacher participants believed that their principal had
positively changed the climate of their school, a shrewd school leader will also allow the
existing school climate and culture to influence him.
While this study proved that new secondary school principals have a significant
influence on school climate, Osterman (1993) maintained that a school is also likely to
influence the principal. Osterman further asserted that principals are pressed to conform
to the expectations of their constituents.
Recommendations
Recommendations for Practice
The review of literature revealed that information related to new secondary school
principals and school climate is rare. Also lacking, are the education, services, training
and professional development opportunities that provide new school leaders with the
98
education integrate the findings from this study to better assist aspiring school principals
to adapt to their surroundings. Specifically, educational administration programs could
include instruction on the application of the administrative behaviors outlined in this
study that foster a healthy school climate.
Many districts offer orientation and mentoring services for teachers, while the
administration is neglected. School districts should use the results of this study to create
and/or develop orientation and mentoring programs for new principals. For example, an
orientation activity for new principals could consist of an experienced administrator
presenting to novice building leaders. Specifically, the presenters could use this study to
outline the mistakes of the student researchers inception as a new principal and share the
results of this study that illustrate the specific principal behaviors that were conducive to
a healthy school climate. This orientation activity should also encourage new principals
to practice a variety of leadership behaviors.
99
Mentors for new principals should also use this study to initiate dialog regarding
the importance of school leaders establishing a positive school climate. Mentors could
use their own experience as well as the findings from this study to help new principals
adjust to their buildings.
It is the recommendation of this student researcher that the organizations and
individuals who craft and present professional development activities use the contents of
this study to assist new principals. Furthermore, workshops and conferences should
incorporate other resources, instruction and activities that will help new principals better
adapt to their schools climate.
Professional
development activities should use the findings from this study as well as other related
literature to educate aspiring principals on how to manage school climate.
This study should also be used to educate school boards and superintendents on
the impact of new secondary school principals leadership styles on school climate.
Those who oversee principals should be cognizant of the implications of an unhealthy
relationship between the principal and his or her staff. Reading this study will educate
district administrators and school boards on principal leadership style and school climate,
thus enabling them to offer meaningful support and guidance when necessary.
Finally, it is recommended that new principals use this study to initiate dialog
with their faculty and staff regarding the influence of leadership on school climate.
Principals should encourage their teachers to speak candidly about the leadership styles
that they believe contribute most to a positive school climate. New principals should be
open to such feedback and work to incorporate these suggestions. Shaw (2009) also
100
encourages dialog between principals and their faculties regarding leadership. Although
the LBDQ is not recommended for assessment purposes, new principals could use the
instrument to determine how the teachers perceive their leadership aptitude.
101
similar study with a larger population of new secondary school principals to allow
comparative analysis between the teacher and principal participants.
Also relative to the sample, this study was delimited to New York State.
Conducting a similar study with teacher and principal participants representative of each
state would enable the researcher to determine if the findings are characteristic of the
nation or exclusive of each state.
The data for this study was aggregated as the student researcher was interested in
the overall impact that new secondary school principals had on school climate. It would
be valuable to conduct a similar study in which the data was compartmentalized by
school. This would illustrate the varying influence that principals have on school climate
among schools.
Future researchers could also conduct a variety of correlational studies related to
this topic. Similar to Barrs recommendation (2006), research that examines the differing
influences that new secondary school principals have on school climate versus
experienced or successful principals would be significant. A study that compares and
contrasts the impact that new secondary principals leadership styles have on school
climate to new elementary and middle school principals would also be worthwhile.
Finally, a study that investigates the impact of mentoring, professional development, or
any other preparatory programs on new principals would be valuable research.
102
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Appendix A
Letter Requesting Permission to Administer Survey
Dear Superintendent:
My name is Mark R. Stratton and I am a doctoral candidate in educational leadership at
Sage Graduate School in Albany, New York. I am conducting research in the area of
principal leadership and school climate. The title of my study is The Impact of New High
School Principals Leadership Practices on School Climate.
The purpose of my quantitative study is to examine the relationship between new high
school principals (new to the building) and school climate, and to determine if a
particular leadership style of these principals promotes a specific type of school climate
in select high schools in upstate New York. The research will be conducted in schools
with new high school principals serving ninth through twelfth or seventh through twelfth
grades. The study will investigate the relationship between teachers perceptions of the
principal leadership and school climate. The research will also explore the relationship
between new high school principals views of their own leadership and school climate.
The study will compare the results of the principals Leadership Behavior Description
Questionnaire (LBDQ) and the Organizational Health Inventory for Secondary Schools
(OHI-S) with the teachers results. Finally, the research will attempt to determine
whether the new high school principals tend to influence the school climate or if the
existing school climate causes the principals to adapt.
I am contacting you today because your high school has a new principal. I would like to
invite your principal and his/her faculty to complete three questionnaires. The surveys
will be conducted during February via an online instrument called Survey Monkey
(http://www.surveymonkey.com) and will take approximately twenty minutes to complete.
All responses are confidential and will not be shared with anyone in any way that
identifies them as an individual. Only aggregate data will be presented in the final report.
Upon request, I will provide a copy of my completed dissertation to your district.
Sharing your teachers and principals perceptions of new high school principal
leadership as it pertains to school climate will be a most valuable contribution to the field
of education that could serve as a model for future efforts in improving school climate
and helping new high school principals.
If you have any questions regarding the nature or scope of this study as well as your
participation, please feel free to contact me at 518.944.0846 cell, 518.832.4445 work, or
mstratton@gfsd.org. Thank you very much for your participation.
Sincerely,
110
Mark R. Stratton
------------------------------------------------------------------------------------------------------------
Fax: 518-792-1442
Date ____ / ____ / 2010
By signing below I agree to allow my High School Principal and his/her teaching staff to
participate in this study.
Print Name:
________________________________________
Signature:
________________________________________
________________________________________
111
Appendix B
Letter to Principal and Staff
Dear Educator,
Thank you for participating in my study. My name is Mark Stratton and I
am a doctoral candidate in the educational leadership program at Sage Graduate School
in Albany, New York. I am conducting research in the area of principal leadership and
school climate. The title of my study is The Impact of New High School Principals
Leadership Practices on School Climate.
The purpose of my study is to examine the relationship between new high school
principals (new to the building) and school climate. Sharing your perceptions of new
high school principal leadership as it pertains to school climate will be a most valuable
contribution to the field of education. I hope that my study serves as a model for future
efforts in improving school climate and helping new high school principals.
I am asking you to complete three electronic questionnaires; The Leadership
Behavior Description Questionnaire (LBDQ), the Organizational Health Inventory for
Secondary Schools (OHI-S), and a brief demographic survey. Although there are three
questionnaires with several questions, completing all the surveys should take
approximately 20 minutes.
Your responses are completely confidential and will not be shared with anyone in
any way that identifies you as an individual. Only aggregate data will be presented in the
final report. You may also opt out of the study at any time. All the questionnaires have
been uploaded to Survey Monkey and can be accessed via a single link (below). I have
set up the survey to allow multiple responses for each computer. Although the program
allows respondents to go back to previous pages in the survey and update existing
responses, you may not do so after you exit the program. You have until March 5,
2010 to complete the surveys.
Simply left click the link below and follow the directions on Survey Monkey.
Please make sure you answer all the questions, complete all three surveys, and click
done when you have finished. If you have any questions or concerns do not hesitate to
contact me. As an added incentive to complete my survey, I pledge to donate $1.00 for
every returned survey to the Haiti Relief Fund. Once again, thank you for
participating in my study.
Sincerely,
Mark R. Stratton
518-832-4445 Work
518-944-0846 Cell
112
Appendix C
Teacher Demographic Questionnaire
Select the most appropriate choice.
1. Age Range
21-25
26-30
31-35
36-40
41-45
46-50
51-59
60 and over
2. Gender
Male
Female
3. Ethnicity
Asian
Black
Hispanic
White
Other
4. Highest level of education completed
Highest level of education completed Bachelors
Masters
Masters +30
Specialist
Doctorate
113
114
Appendix D
Principal Demographic Questionnaire
Please left click the most appropriate response. You must select only one answer.
1. Age Range
Age Range 21-25
36-30
31-35
36-40
41-45
46-50
51-59
60 and over
2. Gender
Gender Male
Female
3. Ethnicity
Ethnicity Asian
Black
Hispanic
White
Other
4. Highest Level of Education
Highest Level of Education Bachelors
Masters
Administrative Certification
Doctorate
5. Number of years in education
Number of years in education 0-5
6-10
11-15
115
16-20
More than 20
6. Number of years as an administrator
Number of years as an administrator 0-3
4-9
10-15
16-20
More than 20
7. Were you employed in this district before becoming Principal?
Were you employed in this district before becoming Principal? Yes
No
8. Number of years as a principal in another school or district
Number of years as a principal in another school or district None
1-3
4-9
10-15
16 or more
9. Which statement is most accurate?
Which statement is most accurate? I have had a positive impact on school climate
I have had a negative impact on school climate
It is too early to tell if I have had an effect on school climate
10. From the time you were hired, how long do you expect it to take to affect the climate of
your school?
From the time you were hired, how long do you expect it to take to affect the climate of your
school? 0-1 year (It has already happened )
2-3 years
4-6 years
More than 6 years
11. Which statement is most accurate?
Which statement is most accurate? I have changed the climate of this school
I have conformed to the existing climate of this school
116
Appendix E
The Leadership Behavior Description Questionnaire: Form XII
117
118
119
120
121
122
Appendix F
123
Appendix G
ANOVA for Time to take Principal to Change the School Climate and LBDQ
Sum of Squares
Representation
Reconciliation
TolUncertainty
Persuasion
Structure
TolFreedom
RoleAssumpt
Consider
Production
Predictive
Integration
SuperiorO
Between Groups
df
Mean Square
80.437
26.812
Within Groups
1318.173
137
9.622
Total
1398.610
140
276.703
92.234
Within Groups
1916.756
142
13.498
Total
2193.459
145
142.590
47.530
Within Groups
5557.001
133
41.782
Total
5699.591
136
919.771
306.590
Within Groups
5973.888
140
42.671
Total
6893.660
143
411.361
137.120
Within Groups
4195.292
137
30.623
Total
4606.652
140
462.251
154.084
Within Groups
6940.756
141
49.225
Total
7403.007
144
557.437
185.812
Within Groups
4932.457
138
35.742
Total
5489.894
141
375.403
125.134
Within Groups
7322.516
144
50.851
Total
7697.919
147
505.457
168.486
Within Groups
3830.515
138
27.757
Total
4335.972
141
136.286
45.429
Within Groups
1356.932
138
9.833
Total
1493.218
141
214.110
71.370
Within Groups
1917.370
142
13.503
Total
2131.479
145
337.948
112.649
Within Groups
2306.981
122
18.910
Total
2644.929
125
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
124
Sig.
2.787
.043
6.833
.000
1.138
.336
7.185
.000
4.478
.005
3.130
.028
5.199
.002
2.461
.065
6.070
.001
4.620
.004
5.286
.002
5.957
.001
Appendix H
ANOVA for Principals Effect on School Climate and LBDQ Subscales
Sum of
df
Mean Square
Sig.
Squares
Representation
Reconciliation
TolUncertainty
Persuasion
Structure
TolFreedom
RoleAssumpt
Consider
Production
Predictive
Integration
SuperiorO
Between Groups
150.707
75.353
Within Groups
1220.085
136
8.971
Total
1370.791
138
681.218
340.609
Within Groups
1461.421
141
10.365
Total
2142.639
143
Between Groups
1910.503
955.252
Within Groups
3676.430
132
27.852
Total
5586.933
134
Between Groups
2161.576
1080.788
Within Groups
4573.220
139
32.901
Total
6734.796
141
Between Groups
1143.647
571.824
Within Groups
3277.633
136
24.100
Total
4421.281
138
Between Groups
2426.654
1213.327
Within Groups
4835.248
140
34.537
Total
7261.902
142
Between Groups
1212.758
606.379
Within Groups
4120.814
137
30.079
Total
5333.571
139
Between Groups
3121.320
1560.660
Within Groups
4537.290
143
31.729
Total
7658.610
145
442.851
221.425
Within Groups
3830.942
137
27.963
Total
4273.793
139
391.674
195.837
Within Groups
1043.726
137
7.618
Total
1435.400
139
607.171
303.586
Within Groups
1495.384
141
10.606
Total
2102.556
143
280.053
140.027
Within Groups
2275.197
121
18.803
Total
2555.250
123
Between Groups
Between Groups
Between Groups
Between Groups
Between Groups
125
8.399
.000
32.862
.000
34.298
.000
32.850
.000
23.727
.000
35.131
.000
20.160
.000
49.187
.000
7.918
.001
25.706
.000
28.625
.000
7.447
.001
Appendix I
Donation to The American Red Cross
Dear Mark,
In the aftermath of the catastrophic earthquakes in Haiti, the American Red Cross stands with our
Red Cross and Red Crescent partners around the globe to transform your donation into relief and
recovery. Our combined efforts represent the largest single-country relief operation in Red Cross
history. Thank you for being a part of this monumental response effort.
Together, we have:
Delivered critical relief supplies like blankets, hygiene kits, and mosquito nets to 1.3
million people
Provided safe, clean drinking water daily in a program that, at its peak, served 300,000
people
Supported an immunization and hygiene promotion campaign that will ensure the health
of 250,000 children
Placed more than 600 Red Cross and Red Crescent relief workers on the ground in Haiti
The American Red Cross stands ready to provide further assistance and will remain in Haiti until
the job is done. We are grateful to have your support that brings hope and comfort to those
affected by these devastating earthquakes. As the response evolves, please visit
http://www.redcross.org/haiti/ or call 1-800-797-8022 to learn more about your gift at work.
Once again, thank you for your compassionate support of the American Red Cross.
P.S. Visit us at http://www.redcross.org for safety tips year-round, up-to-date news on disaster
relief, and to see how your donation is changing lives everyday.
*************************************************
Your Red Cross gift today could be matched dollar for dollar or more! Check with your company
or visit this online directory of matching gift companies and find out if your company will match
your contribution to the American Red Cross. If you have questions about your company's
matching program, please contact your human resource representative.
Please print the following for your records:
This letter serves as the tax receipt for your gift. Under the United States Internal Revenue Code,
The American Red Cross is eligible to receive tax-deductible charitable contributions. Please see
Internal Revenue Service Publications 526 and 1771 for official Federal government information
on charitable contributions. Our tax identification number is 53-0196605. For reference
purposes, you did not receive anything of value from the Red Cross in return for this donation. If
you have any questions about your donation, please call 1-800-797-8022, option 2, or visit our
website at www.redcross.org/en/contactusdonor.
126
Sincerely,
American Red Cross
Please print the following for your records:
Transaction Summary
Transaction Date:
Amount:
9/23/10
$259.00
Payment Information
Payment type:
Credit Card Number:
Gift Amount:
Tax-deductible Amount:
This organization's tax ID is:
Tracking Code:
Credit Card
$259.00
$259.00
53-0196605
1555-7631-1-3778917-4103893
127