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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Specification and Diagnostic Tests Table 5: Results of Diagnostic Tests: Equation- Equation- Equation- Tests Equation-1 Equation-2 Equation-3 4 5 6 Normality Test Jarque-Bera 1.529626 (0.465421) Breusch-Godfrey Serial Correlation LM Test F-statistic 0.331906 (0.5690) Observed R 2 0.407359 (0.5233) F-statistic 0.263542 (0.7702) Observed R 2 0.665159 (0.7171) ARCH Test F-statistic 4.555081 (0.0403) Observed R 2 4.245173 (0.0394) F-statistic 5.568574 (0.0086) Observed R 2 8.986442 (0.0112) F-statistic Observed R 2 F-statistic Observed R 2 Lag 1 Lag 2 Lag 1 Lag 2 Lag 3 Lag 4 Ramsey’s RESET Test 3.962066 (0.137927) 2.463514 (0.1278) 2.911237 (0.0880) 6.468224 (0.0159) 2.911237 (0.0880) 3.416134 (0.0456) 6.140184 (0.0464) 2.330589 (0.0950) 6.410587 (0.0933) 1.626801 (0.1963) 6.214500 (0.1837) 1.508107 (0.470456) 1.517357 (0.2283) 1.850601 (0.1737) 2.275257 (0.153323) 5.003825 (0.0811928) 5.172030 (0.0296) 4.742243 (0.0294) 2.556166 (0.0939) 4.813295 (0.0901) 1.976704 (0.1395) 5.602435 (0.1326) 1.508107 (0.470456) 1.517357 (0.2283) 1.850601 (0.1737) 5.172030 (0.0296) 4.742243 (0.0294) 5.798109 (0.055075) 1.223793 (0.2780) 1.507558 (0.2195) 1.877672 (0.1798) 1.884257 (0.1699) 0.569673 (0.58150) 1.313979 (0.51840) 0.476567 (0.787979) 1.220993 (0.2782) 1.454477 (0.2278) 1.159832 (0.2893) 1.188358 (0.2757) Equation- 7 JUNE 2011 VOL 3, NO 2 1.121465 (0.570791) 0.842136 (0.3666) 1.051132 (0.3052) 0.410392 (0.5262) 0.429917 (0.5120) Equation- 8 4.879500 (0.087183) 1.202270 (0.2822) 1.482136 (0.2234) 2.050796 (0.1615) 2.047824 (0.1524) F-statistic Lag 1 19.29184 (0.0000) 2.791975 (0.1059) 2.527244 (0.1231) 2.527244 (0.1231) 1.472783 (0.2350) 44.36871 (0.0000) 1.893760 (0.1797) 1.428390 (0.2421) F-statistic Lag 2 1.3323255 (0.248387) 2.166914 (0.1340) 1.997863 (0.1552) F-statistic Lag 3 F-statistic Lag 4 Endnotes 1. The disclosures used as a proxy for financial transparency in this study have been suggested by S&P 2002. 2. Code of corporate governance issued in Pakistan on March 28 th , 2002. See www.secp.org.pk 3. Information on big four audit firms was obtained from ICAP 4. ICAP issued a circular on 13 th August 2008 in which they set the minimum audit fee on the basis of account receivable turnover rate for the firm. See www.icap.org.pk COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 1564
ijcrb.webs.com JUNE 2011 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2 PRINCIPAL’S PERSONAL TRAITS AS DETERMINANTS OF LEADERSHIP EFFEFCTIVENESS Khuda Bakhsh Malik Institute of Education and Research,Gomal University,D.I.Khan, KPK, Pakistan. Liaquat Hussain Institute of Education and Research,Gomal University,D.I.Khan, KPK, Pakistan. Dr.Umar Ali Institute of Education and Research,Gomal University,D.I.Khan, KPK, Pakistan. Muhammad Ali Computer programmer, Exam Section, Gomal University, DIK, KPK, Pakistan. ABSTRACT This study examined principal’s personal traits as determinants of leadership effectiveness as perceived by teachers. Four hundred senior most teachers of higher secondary schools in Punjab selected through simple random sampling technique participated in the study. The researcher developed a questionnaire for the teachers to evaluate their principal’s personal traits (emotional maturity, self confidence, sense of humor).The multiple regression, analysis of variance (ANOVA) and t-test were used as statistical tool for data analysis. Findings from the study revealed that a positive correlation exists between three predictive variables and leadership effectiveness. It was recommended that principal’s personal traits should be one of the factors in appointing teachers to administrative posts. Key words: Principal, Personal traits, Leadership effectiveness, INTRODUCTION Leading is one of the key management functions which have attracted the attention of many researchers worldwide. Leadership is a process by which an individual (principal) influences and coordinates the activities of others (subordinates) for the achievements of school goals (Ibukun, 1997). In the same direction (Oredein, 2004) submitted that the major function of a principal in a system is to stimulate teachers and to provide consultation and administrative services to the teachers needed. (Fafunwa, 1980) was of the opinion that the principal is an administrative head, a manager, a supervisor, an instructional leader, a curriculum innovator and a catalyst towards planned revolution. The principal of a higher secondary school is expected to demonstrate leadership effectiveness enriched with desired personal traits. A principal’s leadership effectiveness is the quality of his personal traits and leadership behavior perceived by school population in general and faculty members in particular. The focus of the leadership studies in a school system was to identify and describe the characteristics of an effective school leadership(De Bevoise,1998,Sweeney,1998,Tukl,1998,Boyer,1997,Lightfoot`,2005).The assumption of the researchers is that the high school principal as a leader is enriched with desired personal traits and acceptable leadership behavior(Cohen,1997,Serqiovanni,1995). COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 1565
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