Effect of Organizational Climate on Decision Making Power of Principals of Private and Government Secondary School

Abstract

The study looks at how organisational atmosphere affects principals' decision-making power in private and government secondary schools. Using a quantitative technique, data was obtained from 200 principals via standardized questionnaires on a five-point Likert scale. Correlation study found a substantial positive association between organizational climate as well as decision-making power, resulting in a Pearson correlation coefficient of 0.908 (p < 0.01), suggesting better decision-making capabilities. The ANOVA results revealed a statistically significant variation in decision-making power among principals in government (mean = 16.72) and private schools (mean = 16.89, F = 2.935, p = 0.033). Regression research found that leadership style, communication flow, and work culture significantly influenced decision-making power, accounting for 29.2% of the variance (R² = 0.292). Work culture had the most significant impact (β = 0.323, p < 0.001). Regression study revealed a moderately beneficial impact of organizational climate on decision-making challenges for principals (β = 0.496, R² = 0.246, p < 0.001). These findings emphasize the crucial role of organizational climate in determining the decision-making authority of school administrators, underlining the requirement for strategic adjustments in both public and public-school contexts to promote leadership effectiveness.