International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Volume 7 Issue 3
May-June 2025

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Power and Politics in the Workplace: Input to Educational Leadership and Management

Author(s) Dr. Franzen Manalang Taniegra
Country Philippines
Abstract This study investigates leadership competencies and the influence of power and politics among school heads in the Province of Quezon, Philippines. Using a mixed-methods design, data were collected through surveys of 58 school heads and 289 teachers, along with interviews with selected school leaders. The research examined perceptions of power and politics in schools, common leadership styles, and the influence of demographic factors. Findings reveal that most school heads were mid-career professionals with advanced qualifications. Gender was the only demographic variable significantly affecting perceptions, with male school heads perceived as more authoritarian. Participative and delegative leadership styles were predominant, promoting collaboration and shared decision-making; however, a perception gap emerged: teachers reported more political behaviors—such as favoritism and biased promotions—than school heads acknowledged. While school leaders emphasized fairness and ethics, teachers expressed concerns about transparency and equity. The findings highlight a misalignment between leadership intent and staff experience. The study recommends leadership development initiatives focusing on political literacy, ethical decision-making, and gender sensitivity. Strengthening communication, reinforcing merit-based systems, and integrating peer support and conflict resolution strategies are essential. These efforts will better prepare school heads for ethical and effective leadership within the complex political environment of the Philippine schools
Keywords Educational Leadership, Leadership Styles, Power and Politics
Field Sociology > Education
Published In Volume 7, Issue 3, May-June 2025
Published On 2025-06-14
DOI https://doi.org/10.36948/ijfmr.2025.v07i03.47989
Short DOI https://doi.org/g9qqdv
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