DEVELOPING PROCESS IN LEADERSHIP PERFORMANCE OF SECONDARY SCHOOL HEAD TEACHERS IN DISTRICT SHAHEED BENAZIRABAD

Journal Title: Asian Journal of Management Sciences and Education - Year 2018, Vol 7, Issue 2

Abstract

This study investigated the importance of developing process in leadership performance of secondary school head teachers attach to a number of activities associated with the effective performance of their duties. This recording aims to examine the potential of leadership performance of secondary school head teachers to exercise their role and work within the highly in educational system of District Shaheed Benazir Abad. These deeds include; to identify the formation of a common vision and mission of the schools culture, to investigate the teaching and tutoring of students, educational improvements, to assess the management of development in educational personnel on improving educational environment, to evaluate the conducting of administrative affairs and management of resources through teachers and stakeholders, to examine the better relationship with parents and external environment of the academic plans, and community. The study found that the headmasters consider activities on developing process concerning their conductive leadership role as well as their leading behavior as “very important” at very high percentages (over 75.0%). However, tasks involving them in administrative issues are, according to them, less up to least important” so that their role is effectively fulfillment. Statistically significant changes have been applied in certain activities associated with the efficient performance of their duties in relation to their experience in leadership location, and the scope of the schools.

Authors and Affiliations

Hazoor Bux Bhutto, Mehboob Ali Dehraj

Keywords

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  • EP ID EP591641
  • DOI -
  • Views 123
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How To Cite

Hazoor Bux Bhutto, Mehboob Ali Dehraj (2018). DEVELOPING PROCESS IN LEADERSHIP PERFORMANCE OF SECONDARY SCHOOL HEAD TEACHERS IN DISTRICT SHAHEED BENAZIRABAD. Asian Journal of Management Sciences and Education, 7(2), 116-124. https://europub.co.uk./articles/-A-591641