A COMPARISON OF THE CREATIVE LEADERSHIP OF SCHOOL ADMINISTRATORS AS PERCEIVED BY GOVERNMENT TEACHERS UNDER THE OFFICE OF THE SECONDARY EDUCATION SERVICE AREA BANGKOK
Keywords:
Leadership, Creative leadership, School administratorsAbstract
This research aimed to study and compare the creative leadership levels of school administrators as perceived by government teachers under the Office of the Secondary Education Service Area Office, Bangkok. The results were classified by area office, position /academic standing, and school size. The representative sample included 370 government teachers in schools under the Office of the Secondary Education Service Area, Bangkok for the academic year 2022. The research instrument was a questionnaire concerning government teachers’ perceptions of the creative leadership of school administrators. The statistics for the data analysis included mean, standard deviation, t-test, one-way ANOVA, and Scheffé’s multiple comparison method.
The research results found that 1) the overall results of the study on the creative leadership of school administrators, as a whole and for each aspect, were at a moderate level. Further, 2) a comparison of the perceptions by government teachers in different area offices concerning the creative leadership levels of educational institution administrators showed awareness of the level of creative leadership overall and side by side. The difference was statistically significant at the .05 level, except for the vision aspect. Teamwork and trust revealed no difference, while civil servants with different ranks expressed awareness of the level of creative leadership, overall and side by side, with no difference. Civil servants teaching at educational institutions of different sizes expressed awareness of the level of creative leadership, overall and side by side, with significant differences at the .05 level, except in terms of flexibility, which showed no difference.
The result of this research provides useful information for school administrators seeking to create guidelines for developing their creative leadership and performing appropriately based on their roles and responsibilities. The result could likewise be utilized to develop and promote the management of educational institutions with quality and efficiency in mind.
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