The relationships between perceived managerial behavior of secondary school principals and faculty morale of five selected Catholic high school in Batangas province

v. 1. This study made use of the descriptive survey method of investigation which included the gathering, classifying and analyzing of the data and the use of specific statistical treatments. The research instrument is a two-part questionnaire. The first part of the instrument, the organizational leadership behavior and interpersonal leadership behavior, is a modification of the instrument originally constructed by Sister Marie Eugene Santos, S.P.C., in her study, The Perceived Leadership Behavior of Private Secondary School Principals. The second part, dealing with the teachers\u27 evaluation of the prevailing atmosphere in the school, was constructed by the writer, based on his readings on the characteristics of teachers with high faculty morale. There were five respondent-schools in the study with a total of 101 teacher-respondents. The following conclusions were derived from the study : 1. In general, the teachers perceived their principal\u27s managerial leadership behavior favorably in both dimensions, namely : organizational leadership behavior and interpersonal leadership behavior. 2. The result of the study revealed that the principal\u27s organizational leadership behavior and interpersonal leadership behavior as perceived by the teachers were positively and significantly related. 3. Both dimensions of the principal\u27s managerial behavior, namely : organizational leadership behavior and interpersonal leadership behavior were both positively and significantly related to the level of faculty morale as perceived by the teachers. 4. The principal\u27s rating on organizational leadership behavior was a better predictor of faculty morale than his rating on the interpersonal leadership behavior. 5. This study although limited to only five principals in Batangas province seems to confirm Daniel Griffiths\u27 observation that the school administrators are the key factors to the morale problem. They are the ones who set the climate for morale in the school and are the basic factor in building morale. v. 2. This project paper designed a functional model of delegation for a high school within a complex which has a positive income and whose enrollment is between 500 and 1,000 students. The proposed model of delegation is to improve the principal\u27s effectiveness and efficiency through delegation, and sharing some of the responsibilities with teachers and staff. This model identifies the tasks of the principal that could be delegated or shared. It also identifies the tasks mentioned in the survey questionnaire prepared by the Educational Management Center: functions proper to the principal and the tasks proper to the Central Office serving the three departments in the complex--college, high school and elementary departments. Finally, the model will be used as the basis of comparison of the extent of delegation availed by the three Principals of the schools surveyed by the writer. Based on the comparison of the three schools against the model, the three principals of the schools surveyed availed of delegation to a very limited extent. In fact, the principal of of Notre Dame of Dadiangas Girls\u27 Department does not delegate any of the tasks mentioned in the survey questionnaire. Judging from the responses of the principals on the survey questionnaire, it is evident that they are overworked with so much routinery and nclerical jobs. It could be safely assumed that the principals of these schools are not fully utilizing their personnel. Despite the presence of registrars and secretaries, the principals do most of the clerical jobs, like preparing the reports to the Department of Education and Culture as well as preparing reports for other entities. Interviews with the three principals showed that they take care of issuing admission slips to absent and tardy students. This time-consuming job should be delegated to someone else, like the prefect of discipline. Certainly, the principals could improve their efficiency in managing their departments as educational leaders if they delegate os share some of their tasks which v. 3. This is an administrative case where the new president of the college has to make a serious administrative decision. The new president will decide, either to stick to what he had promised to the high school faculty, that of upholding their decision on the non-admission of Rene Cruz for committing unwarranted behavior in school, or to ask them to reconsider their decision in view of the DEC Secretary\u27s second letter of appeal to admit the boy for the school year 1976-1977. Alternative solutions to the problem were presented: Solution A. The President upholds the decision of the high school faculty on the non-admission of Rene Cruz. Solution B. The President discusses the DEC Secretary\u27s appeal to the teachers and makes a compromise with the faculty to re-admit the boy on a strict probationary basis. Solution C. The President tries to convince the faculty to reverse their decision in view of the DEC Secretary\u27s appeal