School Heads Leadership Authenticity, Techniques, and Personal Values Bases for a Developed Framework
DOI:
https://doi.org/10.54536/ajet.v5i3.7104Keywords:
Authenticity, Leadership Framework, Personal Values, School Heads, TechniquesAbstract
This study examined the interrelationships among leadership authenticity, leadership techniques, and personal values of Secondary School Heads III and IV in Region III–Central Luzon, with the goal of developing a Leadership Authenticity Framework for School Heads. Using a quantitative descriptive-correlational design, data were gathered from 143 participants across 11 school divisions through standardized measures of authenticity, leadership techniques, and personal values. Assumption testing confirmed that the dataset met all requirements for multiple linear regression. Results revealed that school heads exhibited high levels of leadership authenticity, particularly in relational transparency and moral perspective, alongside strong leadership techniques in communication and group approaches. Their personal values, notably self-transcendence and openness to change, reflected empathy, adaptability, and social responsibility. Correlation analyses showed significant positive relationships among all three constructs, indicating that authentic and value-driven school heads are more likely to employ effective leadership techniques. Regression analysis further revealed that leadership authenticity (β = .361, p < .001) and personal values (β = .347, p < .001) significantly predicted leadership techniques, jointly explaining 34.6% of its variance. These findings led to the development of the Leadership Authenticity Framework for School Heads, which integrates authenticity as the ethical core, personal values as the guiding compass, and leadership techniques as the functional expression of leadership. The framework underscores that effective school leadership arises from the synergy of self-awareness, ethical conviction, and strategic practice—enabling school heads to lead with integrity, collaboration, and purpose.
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