Investigating the Impact of Leadership Styles on Educational Management Practices in Johor Bahru, Malaysia

Leadership is pivotal in influencing educational management practices, especially in intricate and diverse educational systems like Malaysia. This study examines how transformational, transactional, and servant leadership styles affect educational management in Malaysia, focusing on strategic planning, resource management, staff development, the promotion of student-centered approaches, and the fostering of communication and collaboration. A mixed-methods research approach was employed to obtain comprehensive, and contextually rich insights. Structured questionnaires gathered quantitative data from 156 secondary school teachers in Johor Bahru, Malaysia. Qualitative insights from in-depth interviews with 15 teachers added to the depth and richness of quantitative findings. The analysis seamlessly integrated descriptive and inferential statistics with a thematic examination of the qualitative data. The findings show that transformational leadership has the strongest and most consistent positive effect on educational management, particularly in encouraging inclusive decision-making, efficient use of resources, motivating staff, and creating supportive learning environments. Servant leadership was found to significantly improve relational dimensions of management, such as trust, collaboration, and student-centered practices. Conversely, transactional leadership exhibited a more restricted and contextually contingent effect, predominantly linked to compliance-oriented management results. This study sheds light on leadership effectiveness in Malaysian secondary schools, highlighting the importance of adaptable, values-based leadership approaches. The findings offer practical guidance for policymakers, leadership training groups, and school administrators looking to improve management practices and boost institutional performance in line with national education reform goals.

Leadership Styles, Educational Management Practices, Transformational Leadership, Transactional Leadership, Servant Leadership.

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