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Principal‐Staff Relations: Situational Mediator of Effectiveness

LEONARD B. WILLIAMS (Lecturer in Education at Rutgers University. He holds the degrees of A.B. and Ed.D. of Rutgers and the M.A.T. of Duke University.)
WAYNE K. HOY (Associate Professor of Educational Administration at Rutgers University. He holds the degrees of B.S. of Lock Haren State College and M.Ed. and D.Ed. of The Pennsylvania State University. Professor Hoy is co‐author of The School and Pupil Control Ideology. He has contributed articles to numerous educational journals.)

Journal of Educational Administration

ISSN: 0957-8234

Publication date: 1 January 1971

Abstract

The “Contingency Model” of leadership effectiveness postulates that effectiveness of a group is contingent upon the relationship between leadership style and the degree to which the situation enables the leader to exert his influence. This investigation was an attempt to explore the usefulness of the theory as a guide to the study of leadership in public elementary schools. As predicted by the model, the favorableness of principal‐staff relations was a significant situational mediator of leadership effectiveness. In elementary schools where principals were well supported by teachers, a task oriented leadership style was associated with effectiveness; however, in schools where principals were less well supported by teachers, a relationship oriented leadership style was associated with effectiveness.

Citation

WILLIAMS, L. and HOY, W. (1971), "Principal‐Staff Relations: Situational Mediator of Effectiveness", Journal of Educational Administration, Vol. 9 No. 1, pp. 66-73. https://doi.org/10.1108/eb009657

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MCB UP Ltd

Copyright © 1971, MCB UP Limited

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