Mediated Influence of Principals' Transformational Leadership Style on School Effectiveness: A Case of Privately Owned Schools in Ibadan, Oyo State of Nigeria.

The aim of the Study is to examine the mediated influence of Transformational Leadership Style on School Effectiveness in selected Privately owned Schools in Ibadan, Nigeria. The research employed an ex-post facto design, to study two hundred and five private secondary school teachers, whose age range is between 28 and 60 years (the mean age being 42.11 years). A self-developed transformational leadership style scale and three adopted scales: School Climate Scale, Teachers Work Motivation Scale, Organisational Climate Description Questionnaire-Middle Level (OCDQ) and School Culture Inventory, were employed in collecting data from the respondents. The three research questions raised in the study were answered using descriptive analysis, Pearson’s Product Moment Correlation and Multiple Regressions Analysis, as well as Path Analysis. The study documented significant correlation between the transformational leadership style and School Climate, (r = .142; p<.05); School Culture (r = .333; p<.01); Teachers’ motivation (r = .298; p<.01) and school effectiveness (r = .164; p<.05). The standard estimates (regression weight) of the transformational leadership styles on school context variables i.e. school climate yielded β=.14; while school culture β=.33. The finding, therefore, confirmed an indirect effect of transformational leadership styles on school effectiveness. The effect of transformational leadership style on school effectiveness was evident through teachers’ motivation, which is dependent on school context factors. The study has implications particularly, for school principals, on the need to stimulate improved teaching and learning by transforming the school staff via fostering harmonious relationship, inspiration, and intellectual stimulation among others.