The influence of entrepreneurial leadership and sustainability leadership towards high performance primary school leaders in East Coast of Peninsular Malaysia
The fifth shift of the Malaysian Education Blueprint (MEB) 2013-2015, stated that the ministry will ensure high performance school leaders are placed in every school. But the main challenge for the Malaysian school leader is to improve and achieve the key performance indicators of high performing sc...
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| Format: | UMK Etheses |
| Language: | English |
| Published: |
2021
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| Online Access: | http://discol.umk.edu.my/id/eprint/11085/1/NORHISHAM%20BIN%20MOHD%20KASIM.pdf http://discol.umk.edu.my/id/eprint/11085/ |
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| Summary: | The fifth shift of the Malaysian Education Blueprint (MEB) 2013-2015, stated that the ministry will ensure high performance school leaders are placed in every school. But the main challenge for the Malaysian school leader is to improve and achieve the key performance indicators of high performing schools. This study supports the aspirations of MEB 2013-2015 by identifying the best practices of leadership to achieve outstanding student performance as well as to maintain the high performance of schools. Therefore, this study examines the influence of entrepreneurial leadership and sustainability leadership towards high performance school leaders in primary schools of East Coast Malaysia. The instrument used is a questionnaire adopted from several questionnaires developed by previous researches on entrepreneurial leadership, sustainable leadership and high performance school leaders. A total of 486 questionnaires were distributed to the respondents of 14 high performing primary schools in Kelantan, Terengganu and Pahang using the random sampling technique. With a 58 percent return rate, the data were analyzed using SPSS version 24 and SmartPLS version 3.28 for descriptive analysis, measurement model and structural model. The finding show that almost all variable of study have significant positive relationship with high performance primary school leader. Assessment of the route model, R² shows the study model describes 92.4% variants in the high performing school leader constructs are described by the variable studies. Dimension of innovative and decision making is found did not influence high performance school leader in this studies. Therefore, leader in high performing school need to improved entrepreneurial leadership style and practice sustainable leadership to achieved and maintained the status of high performance school. |
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