Teachers\u27 perception of the managerial leadership behavior of secondary school principals and its relationship to faculty morale in the six presentation of Mary Schools in Davao

v. 1. This research paper investigates whether the two dimensions of the principal\u27s managerial leadership behavior, namely : organizational leadership behavior and interpersonal leadership behavior are significantly related to faculty morale in school. A descriptive survey was used in the study. It involved data gathering through some instruments as personal information sheet, questionnaire and interview. A survey-questionnaire designed and pretested by Brother Antero Lacia, FMS, (1978) in his study The Relationships Between Perceived Managerial Behavior of Secondary School Principals and Faculty Morale of Five Selected Catholic High Schools in Batangas Province was used. The subjects of the study were the 84 teachers from six catholic secondary schools of the Sisters of the Presentation of Mary in Davao. Statistical tools used were means, Pearson Product Moment Correlation and t-test. Based on the findings, the following conclusions were drawn : 1) In general, teachers perceived the organizational leadership behavior of the principal as regularly practiced, while the interpersonal leadership behavior of the principals was perceived by the teachers as being practiced often. 2) That both dimensions of the managerial behavior of the principals, namely : organizational leadership behavior and interpersonal leadership behavior are significantly related to faculty morale as perceived by the teachers. 3) The result of the study revealed that the rating of the principal on organizational leadership behavior is a better predictor of faculty morale than their rating on interpersonal leadership behavior. 4) This study has confirmed Griffith\u27s observation and Brother Lacia\u27s study regarding the effect of the administrator on teachers\u27 morale although limited in scope, it showed that the school administrators are the ones who set the climate for morale in the school, thus they are the key factors to morale problems. v. 2. This comparative study demonstrates the use of the model of delegation in identifying the discrepancies and deviations between the extent of delegation expected and the actual delegation in the surveyed school. In the comparison of the surveyed school, Holy Cross College of Calinan High School Department, against the model, it revealed that out of the thirteen (13) delegated tasks in the model eight (8) tasks are delegated by the principal in the said school. It further shows that the principal availed of delegation to a limited extent. It also indicates that personnel are not fully utilized. efficiency and effectiveness of the principal could have been achieved if the tasks which are not directly related to his primary responsibility in managing the school were shared to the competent and available personnel in the school. v. 3. The case is behavioral, financial and a combination of several management concerns. It is behavioral because some teachers are rebelling and resigning due to administrative management problem, and it is financial because a large amount of money is needed but could not be given. The case also exemplifies an administrative problem. It means a failure on the part of management to exercise its functions of motivating, directing, controlling and decision-making. The facts of the case are: 1) Abrupt or radical change in administrative management. 2) The salary was low and was not sufficient to cope with the economic situation and standard of living. 3) A change of school status, from charitable institution to a business-like one. 4) Teachers\u27 abuses and demands were tolerated. 5) The disciplinary problem of some teachers and students was beyond the control of the administration, thus the strike took place. Alternative actions and possible consequences include: 1) Ask the principal to resign and to look for a replacement which is not easy to do. 2) Ask the principal to stay and take the risk of losing five experienced and efficient teachers. 3) Order the principal to give in to the demands of the teachers but face the risk of a deficit budget. 4) Call for a dialogue between the two parties and solve their problem peaceably. 5) Retain both the principal and the teachers but try to clarify to them the organizational structure of the school and specify the job description of each. 6) Ask the principal to resign and recall Father James