School Head’s Leadership Efficiency on Teacher’s Moral Support in Public Elementary School: Basis for Enhancing Annual Implementation Plan
DOI:
https://doi.org/10.5281/zenodo.21810637Keywords:
leadership efficiency, moral support, school heads, teacher well-being, instructional leadership, annual implementation planAbstract
This study examined school heads’ leadership efficiency and the moral support received by teachers in selected public elementary schools in Tboli East District, Schools Division of South Cotabato, as a basis for enhancing the Annual Implementation Plan. A quantitative descriptive-correlational design was employed with 66 purposively selected respondents, comprising 16 school heads and 50 teachers. Data were gathered through a researcher-developed, expert-validated questionnaire using a four-point Likert scale and were analyzed through mean, standard deviation, and Pearson product-moment correlation. School heads demonstrated a very high overall level of leadership efficiency (M = 3.51, SD = 0.57). Instructional leadership obtained the highest dimension mean (M = 3.53, SD = 0.56), whereas emotional intelligence obtained the lowest (M = 3.47, SD = 0.61), indicating a need to reinforce self-awareness, empathy, and emotional regulation. Teachers likewise reported a very high extent of moral support (M = 3.50, SD = 0.56). Creative activities ranked highest (M = 3.53, SD = 0.55), while wellness education ranked lowest (M = 3.46, SD = 0.58). A very strong, positive, and statistically significant relationship was found between leadership efficiency and moral support (r = .965, p < .001). The findings indicate that efficient, responsive, and emotionally intelligent school leadership is closely associated with stronger teacher support, well-being, and professional engagement. Based on the results, a Teacher Moral Support Enhancement Program was integrated into an enhanced Annual Implementation Plan featuring moral and wellness education, active listening and coaching, life-skills and vocational activities, creative engagement, leadership capacity-building, and quarterly monitoring and evaluation.
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