Servant Leadership: An Alternative to School Management in the 21st Century
Changes in current education require the effective leadership of principals. Various theories and models of leadership are presented through the literature, but rarely touch the aspects of Servant Leadership. This study was conducted to identify principals' leadership practices from the perceptions of secondary school teachers in Sabah, Malaysia. This non-experimental study uses a survey method and combines several probability sampling techniques in obtaining samples. Data were collected using a set of adapted questionnaires from the Servant Organizational Leadership Assessment (SOLA) Laub (1999) and administered to 439 teachers. The data were analyzed using the IBM SPSS Statistical 21.0 software. Based on descriptive analysis, Principal Servant Leadership are practiced at a high level. A total of 377 teachers (85.9%) perceived that principals had high practice in school management. The results of the t-Test were not significant (t = -0.472, df = 437, p> 0.05), indicating that there was no difference in the Principal Servant Leadership practices based on gender. Through a one-way ANOVA test, Principal Servant Leadership based on teaching experience were also found to be insignificant [F (df = 2, 436) = 0.061, p> 0.05]. Therefore, the findings conclude that there is no difference in Principal Servant Leadership based on teaching experience. This study suggests the practice of servant leadership can be applied in principal school management as teachers are proven to accept it. Teachers and school communities are also much appreciated, built, and lead towards achieving organization goals.