Ethical Leadership, Organizational Culture, Engagement, and Performance of Teachers

This study examined the relationship among ethical leadership, organizational culture, teacher engagement, and teachers’ performance in one of the schools division of Negros Island Region during the School Year 2025–2026. Employing a descriptive-correlational research design, the study involved 201 public high school teachers selected through stratified random sampling. Data were collected using a validated researcher-made questionnaire and were analyzed using appropriate statistical tools. The results revealed that school heads demonstrated a high level of ethical leadership, while schools exhibited a strong organizational culture. Likewise, teachers reported a high level of engagement in their professional responsibilities. In terms of performance, teachers generally attained a very satisfactory rating. The findings further showed that there were no significant differences in teachers’ performance when grouped according to their perceptions of ethical leadership, organizational culture, and teacher engagement. However, significant relationships were found among ethical leadership, organizational culture, teacher engagement, and teachers’ performance. The study highlights the importance of fostering ethical leadership practices, strengthening a positive organizational culture, and promoting teacher engagement to enhance professional effectiveness and improve performance outcomes. These findings may serve as a basis for developing policies and programs that support a productive and supportive educational environment.

The study's background, theoretical and conceptual frameworks, problem statement

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