IMPACT OF RESOURCE ALLOCATION ON LEADERSHIP PERFORMANCE OF PRINCIPALS IN SECONDARY SCHOOLS
(A CASE STUDY OF KANO STATE, NIGERIA)
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Author
Presented To
Department of Education
ABSTRACT
PLEASE NOTE:
This study assessed the Impact of Resource Allocation on Leadership Performance of principals in Secondary Schools in Kano State, Nigeria. Five research objectives were raised for the study among which are to: ascertain the impact of qualified personnel allocation on leadership performance of principals in secondary schools in Kano State; determine the impact of funding allocation on leadership performance of principals in secondary schools in Kano State; and assess the impact of material resource allocation on leadership performance of principals in secondary schools in Kano State. These objectives were formulated into five corresponding research questions and hypotheses. The study adopted survey research design. The population of the study consisted of 546 principals and 5,096 teachers. A sample size of 55 principals, 509 teachers and 10 Ministry of Education Officials were used in the study. An open-ended type of questionnaire was used to generate data for the study. The reliability coefficient of the instrument was determined using Cronbach Alpha technique which showed a reliability value of 0.79. The bio-data of the respondents were analyzed using descriptive statistics in the form of tables, frequency counts and percentages, while the research questions were answered using mean and standard deviation. All the five null hypotheses were tested using Analysis of Variance (ANOVA) at P = 0.05 (5%) level of significance. Findings among others showed that there is significant impact in the leadership performance of principals, teachers and MOE officials based on the qualified personnel allocation, funding allocation, material resource allocation as well as time resource allocation. Recommendations were made, among others, that Kano State government should realign staffing structures to accommodate the strengths and weaknesses of existing staff, and find ways to recruit and retain quality staff through compensation and support systems. Also, government at local and state level should ensure that administrative staff develop financial management skills for tem to understand the limits and flexibility of fund allocation sources in school management.
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