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LN Makewa
BM Ngussa
S Arego
J Kuboja

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LN Makewa
BM Ngussa
S Arego
J Kuboja

International Journal of Educational Policy Research and Review
ISSN 2360-7076
Vol.2 (10), pp. 129-140 December, 2015
Available online at
Article ID:/15/EPRR/037/12 pages
Author(s) agree that this article remain permanently open access under the terms of the Creative Commons Attribution License 4.0 International License.

Original Research Article

The correlates of leadership amongst selected secondary school stakeholders in Musoma municipality

1Makewa Lazarus Ndiku, *2NgussaBaraka Manjale, 2Arego Simon and 2Kuboja Joshua

1Department of Educational Communication and Technology, University of Eastern Africa, Baraton, Kenya.
2University of Eastern Africa, Baraton, Kenya, and Lecturers, School of Education, University of Arusha, Tanzania.

*Corresponding Author Email ngussathe5th(at)

date Received: November 9, 2015     date Accepted: December 5, 2015     date Published: December 22, 2015


This study employed survey design to investigate the correlates of leadership in Musoma Municipality Secondary schools. The population was 25 schools from which a sample of 164 school leaders, teachers and non-teaching staff in 10 randomly selected schools participated. Expert judgment ensured validity of the questionnaire and Cronbach’s alpha of .863 for Teamwork, .885 for morale of work and .878 for communication were established, implying high reliability. Descriptive statistics determined mean scores and the null hypotheses were analyzed through t-test, ANOVA and Pearson-product moment correlation coefficient. The study established that school leadership is perceived to be effective and there was no significant difference in its perception by respondents categorized according to gender (p = .232), age (p =.201) and nature of school (p = 2.88). A significant difference (p = .002) was found among respondents by their positions of work, school leaders having the highest mean scores as compared to teachers and non-teaching staff. Significant, positive and strong correlations were found between school leadership and teamwork (.729), school leadership and morale of work (.814) and school leadership and effective communication (792). The study recommends that school leaders should mobilize teachers and non –teaching staff regardless of their gender, age and nature of schools to support school goals and objectives. They should also maintain perceived elements of effective leadership in order to raise good perception of teachers and non-teaching staff toward school leadership and in that way participate fully in supporting the fulfillment of school goals and objectives.

Key words: Leadership, morale, communication, teamwork, secondary school, teachers

Makewa et al