Leadership Styles in Decision-Making of Primary School Principals: An Examination of Avoidant and Spontaneous Decision-Making Approaches

Abstract

The study utilized rating scale instruments to analyze decision-making styles among public and private school leaders. The research focused on avoidant and spontaneous decision-making, revealing significant differences across various groups. Tables comparing avoidant decision-making among school principals highlighted distinctive trends, notably with government principals exhibiting a more avoidant style compared to their private counterparts. The analysis extended to gender-specific findings, urban versus rural settings, demonstrating statistically significant differences in decision-making styles. The study underscored substantial disparities in spontaneous decision-making between public and private school heads, particularly concerning gender and urban settings. Recommendations include tailored leadership training, gender-inclusive workshops, and cross-sector collaboration to enhance decision-making strategies. The findings emphasize the need for nuanced approaches in leadership development tailored to different decision-making styles and contexts, fostering more effective educational leadership.