Teachers’ and Administrative Staff Perceptions of Educational Leadership Styles in Lagos State, Nigeria

Authors

Rev. Sr Dr. OLAGUNJU Christiana Oluwafunmike

Holy Child College (Nigeria)

Dr. AKOGWU Praise R

Holy Child College (Nigeria)

Dr. SENKOYA Michael Abolarinwa (Churn)

Holy Child College (Nigeria)

Article Information

DOI: 10.51584/IJRIAS.2025.1010000093

Subject Category: Education

Volume/Issue: 10/10 | Page No: 1101-1106

Publication Timeline

Submitted: 2025-10-12

Accepted: 2025-10-18

Published: 2025-11-10

Abstract

Background: The education system in Nigeria is being faced with a high staff turnover rate as well as a serious phenomenon known as brain drain within the teaching profession. This challenge has been linked with inadequate attitudes, behaviors, and relationships between leaders and staff members such as misuse of power, authoritarian behavior, and a lack of sympathy among those in control of educational institutions. The purpose of this study is to highlight leadership strategies in the educational system from the perspectives of secondary school teachers and post-secondary school staff in selected secondary and tertiary education settings in Lagos State.
Methods: The study employed a cross-sectional study design. The study was carried in Lagos State, Nigeria among secondary school teachers as well as all department staff from the three colleges of education in Lagos State. Respondents were selected using multistage sampling technique. Data was collected using a pre-tested self-administered Secondary School Teachers and Post-Secondary School Staff Questionnaire (SSTPSSQ). The questionnaire was self-administered after it has been pre-tested. Data obtained was analyzed using IBM Statistical Package for the Social Sciences (SPSS). Descriptive statistics was done for all variables.
Results: The teachers and staff members have negative perceptions regarding leadership styles in secondary and post-secondary institutions. Educational leaders have good behavior towards employee job security. Leaderships in secondary schools and post-secondary institutions in Lagos State lack components like students and staff welfare, culture of ongoing professional growth, adequate stakeholders’ engagement, and effective employee appraisals.
Conclusion: The concluded that the teachers and staff members have negative perceptions regarding leadership styles in secondary and post-secondary institutions.

Keywords

Leadership, teachers, staff, employee security

Downloads

References

1. Iyaye, P., & Agu, C. A. (2023). Transformational educational leadership style: a panacea for national development. International Journal of Institutional Leadership, Policy and Management, 5(3), 320-326. [Google Scholar] [Crossref]

2. Stone, R. J., Cox, A., & Gavin, M. (2020). Human resource management. John Wiley & Sons. [Google Scholar] [Crossref]

3. Bakare, E.B. & Oredein, A.O. (2022). Comparative Study of Leadership Styles in Public and Private Secondary Schools in the COVID-19 Era in Ido Local Government Area, Nigeria. South Florida Journal of Development, 3(4), 4310- 4322. [Google Scholar] [Crossref]

4. Awodiji, O.A., Etejere, P.A. & Alao, B.O. (2019). Principals’ Leadership Approaches as Predictors of Students’ Learning Outcomes in Oyo Metropolis Public Secondary Schools, Oyo State. Al-Hikmah Journal of Educational Management and Counselling, 1(1), 38-46. [Google Scholar] [Crossref]

5. Afe, B.O. (2022). A Qualitative Study of Principal Leadership Behaviours that Motivate Teachers in Private Secondary Schools in Oyo State, Nigeria (Doctoral Dissertation, Aspen University). [Google Scholar] [Crossref]

6. Ofoegbu, F.I., Clark, A.O. & Osagie, R.O. (2013). Leadership Theories and Practice: Charting a Path for Improved Nigerian Schools. International Studies in Educational Administration (Commonwealth Council for Educational Administration & Management (CCEAM)), 41(2), 67-76. [Google Scholar] [Crossref]

7. Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management. [Google Scholar] [Crossref]

8. Bryman, A., & Bull, L. (2017). Ethical leadership in the business sector: A review. Journal of Business Ethics, 142(3), 449-463. [Google Scholar] [Crossref]

9. Leithwood, K., Jantzi, D. & Steinbach, R. (2021). Leadership and Other Conditions Which Foster Organizational Learning in Schools. In Organizational Learning in Schools, Taylor & Francis, (pp. 67-90). [Google Scholar] [Crossref]

10. Morales, J.C. (2022). Transformational leadership and teacher work motivation in private educational institutions. International Journal of Research Publications, 105(1), 578-614 [Google Scholar] [Crossref]

Metrics

Views & Downloads

Similar Articles