Republic of the Philippines

LAGUNA STATE POLYTECHNIC UNIVERSITY

Sta. Cruz Main Campus
Sta. Cruz, Laguna
COLLEGE OF GRADUATE STUDIES AND APPLIED RESEARCH

Assignment in Statistics

Submitted by:

Teresa O. Loterea
MAED- Filipino

Submitted to:

Prof. Harold V. Origines

WORKING TITLE:
 The Correlation of Age and Leadership Practices in
High Performing Schools in CALABARZON

Research Paradigm

IV DV

LEADERSHIP PRACTICES

Management Skills
- Conflict Management
- Resource Management
Age Leadership Skills
- Supervisory Skills
- Technical Skills
Human Relation Skills
- Communication
- Decision Making

Statement of the Problem

1. What is the respondents profile in terms of age?

2. What is the mean level of the respondents leadership practices in terms of:
2.1 Management skill
2.1.1 Conflict Management,
2.1.2 Resource Management?
2.2 Leadership Skills
2.2.1 Supervisory Skills,
2.2.2 Technical Skills?
2.3 Human Relation skills
2.3.1 Communication,
2.3.2 Decision Making?
3. Does age has significant correlation in the leadership practices of principals in

high performing schools in CALABARZON?

Hypothesis
Null Hypothesis: There is no significant relationship between age and leadership

practices of principals in high performing schools in CALABARZON.

Survey Questionnaire
Age
36-45 __________
46-55 __________
56-65 __________
Management Skills 5 4 3 2 1
Conflict Management
1. Experiment and take risks with new approaches to my work
even when there is a chance of failure.
2. Ask what can we learn? when things do not go as expected
3. Define the problem/issue rather than blame others.
4. Makes it a point to tell the rest of the organisation about the
problem and solve it as a group.
5. Allows people to use their discretion in making decisions
concerning the school.
Resource Management 5 4 3 2 1
1. Looks ahead and forecasts what he or she expects the future of
our school to be like.
2. Shows the people how their long-term future interests can be
realised by enlisting in a common vision.
3. Includes stakeholders in school planning and take into
consideration what they can contribute to school enhancement.
4. Appeals to other to share his or her dream of the future of the
school.
5. Seeks out challenging opportunities that test his or her skills
and abilities.
Supervisory Skill 5 4 3 2 1
1. Makes sure that the projects he or she manages are broken
down into manageable chunks.
2. Stays up-to-date on the most recent developments affecting our
school.
3. Gets others to feel a sense of ownership for the projects they
work on at school.
4. Gives the members of the teams working on the school projects
lot of appreciation and support for their contributions.
 5. Praises people for a job well done.
Technical Skills 5 4 3 2 1
1. Uses recent development in terms of technology.
2. Experiments with new approaches to her/his work even when
there is a chance of failure.
3. Gets updated with latest development in the society.
4. Applies different methods that may improve and develop
technical skills.
5. Develop personal skills to step up and guide my subordinates.
Communication 5 4 3 2 1
1. Teachers and staff discuss instructional strategies and
curriculum issues.
2. Teachers and staff visit/talk/meet outside of the school to enjoy
each other s company.
3. Creates an atmosphere of mutual trust in the projects he or she
leads.
4. Develops cooperative relationships with the staff he or she
works with.
5. Makes it a point to tell the rest of the organisation about the
good work done by every group.
Decision Making 5 4 3 2 1
1. Seeks alternatives to problems/issues rather than repeating
what I have always done.
2. Held accountable for the performance that supports the
achievement of the schools standards.
3. Teacher and staff are encouraged to take responsibility for their
actions.
4. Teachers and staff are involved in the decision-making process
with regard to materials and resources.
5. Our school supports and appreciates the sharing of new ideas
by members of our school.

Statistical Tools

1. What is the respondents profile in terms of age?

Percentage Distribution

2. What is the mean level of the respondents leadership practices in terms of:
a. Management skill
i. Conflict Management,
ii. Resource Management?
b. Leadership Skills
 i. Supervisory Skills,
ii. Technical Skills?
c. Human Relation skills
i. Communication,
ii. Decision Making?
Mean and Standard Deviation

3. Does age has significant correlation in the leadership practices of principals in

high performing schools in CALABARZON?
Pearson R Correlation
Computation of the Sample Data

Range
36-45 5
46-55 6
56-65 4
1
Total 5

Respondents Profile in Terms of Age

Age

56-65; 27%
36-45; 33%

46-55; 40%

The figure presents the percentage distribution of the respondents in terms of

age. From the above figure, five (5) of 33 percent of the respondents are in the age

bracket of 36-45 while six (6) or 40 percent of them are in the age bracket of 36-45 and

four (4) or 40% are under 56-65 years of age.

From the above data, it can be incurred that most of the respondents are in the

middle age and at the highest point of their career.

 CONFLI RESOUR DECISI
AGE CT CE SUPERVIS TECHNIC COMMUNICATI ON
MNGT. MNGT. ORY SKILL AL SKILL ON MAKING
40 4.8 4.6 4.8 5.0 4.8 4.8
56 4.8 4.8 5.0 5.0 4.8 4.9
43 4.4 4.6 5.0 5.0 5.0 4.8
61 4.4 4.6 5.0 5.0 4.8 4.8
49 4.2 4.4 5.0 5.0 5.0 4.7
47 4.6 4.6 4.4 5.0 5.0 4.7
50 4.2 4.8 5.0 5.0 4.8 4.8
39 4.2 4.6 5.0 4.8 4.4 4.6
45 4.6 4.4 5.0 4.8 4.8 4.7
65 4.4 4.6 4.8 5.0 5.0 4.8
63 4.8 4.4 5.0 5.0 5.0 4.8
58 4.6 5.0 5.0 5.0 4.8 4.9
55 4.2 4.8 5.0 5.0 5.0 4.8
41 5.0 4.6 4.6 5.0 5.0 4.8
60 4.4 4.6 4.8 5.0 4.8 4.7

Table 1: Mean level of the respondents leadership practices in terms of

management skills, leadership skills and human relation skills
 Mean 4.51 4.6 4.9 5.0 4.9
4.8
SD 0.59 0.41 0.23 0.10 0.25 0.29

5 4.20-5.0 always very high level

4 3.40-4.19 almost always high level
3 2.60-3.39 sometimes moderate level
2 1.80-2.59 seldom low level
1 1-1.79 never very low level

The table shows the mean level of the respondents leadership practices in terms

of management skills, leadership skills and human relation skills.

In management skills, the table reveals that the principals conflict management

skills obtained an average mean of 4.51 and SD of 0.59, a remark of always and

verbal interpretation of very high level.

In addition, in terms of resource management, the respondents obtained as

average mean of 4.6 and SD of 0.41, a remark of always and verbal interpretation of

very high level.

From this data, it shows that the management skills of the principals are highly

commendable.

Also, the supervisory skills obtained an average mean of 4.9 and SD of 0.23, a

remark of always and verbal interpretation of very high level.

In terms of technical skills, the respondents obtained an average mean of 5.0

and SD of 0.10, a remark of always and verbal interpretation of very high level.

From this result, it can be gleaned that the leadership skills of the respondents

are working well and affect the subordinates in a positive way.

 In terms of communication, the results generally reflects that all statements got a

remark of always and verbal interpretation of very high level with a mean of 4.9 and

SD of 0.25.

In addition, the table above reveals that in terms of decision making, the

respondents obtained a mean of 4.8 and SD of 0.29, a remark of always and a verbal

interpretation of very high level.

This means that the respondents have a good relation with the staff and

influence them in making decisions.

Table 2: Significant correlation between age and leadership practices of the

respondents in high performing schools in CALABARZON?

DECISI
CONFLI RESOUR ON
CT SE SUPERVIS TECHNIC COMMUNICATI MAKIN
Age MNGT MNGT ORY SKILL AL SKILL ON G
0.0656 0.18196 0.2089
36-45 53 5 0.324967 -0.15162 0.508548 07
-
0.6366 0.58819 0.51071 0.7633
46-55 1 9 0.636613 2 0.04897 7
- -
0.4042 0.5279
56-65 2 -0.7104 0.074883 -0.47501 0.236801 4
p-value less than 0.05 is significant
 Table 2 presents the significant correlation between age and leadership practices

of principals in high performing schools in CALABARZON.

The table reveals that the age bracket of 36-45, only leadership practices in

terms of technical skills is found significant with a computed p-value of -0.15 which is

lower than 0.05 level of significance.

On the other hand, in the age bracket of 46-55, management skills in terms of

conflict management and human relation skills in terms of communication are found

significant with a computed p-value of -0.64 and 0.04.

In the age bracket of 56-65, management skills in terms of conflict management

and resource management are found significant with a computed p-value of -0.40 and

-0.71.Also, with regards to leadership skills, technical skills is found significant with p-

value of -0.46. As to human relation skills, it is also found that decision making is

significant with a computed p-value of -0.53.

From this data, it can be concluded that different age levels can significantly

affect the leadership practices of principals in terms of management skills, leadership

skills and human relations skills.