https://ijojournals.com/index.php/er/issue/feed 2026-02-12T08:13:34+00:00 Rahul Khan info@ijojournals.com Open Journal Systems <p><span id="cell-9-name" class="gridCellContainer"><span class="label"><span style="font-size: 11pt; font-family: Cambria;"><strong>IJO - International Journal of Educational Research&nbsp;(E.ISSN: 2805-413X) (P.ISSN:&nbsp;2536-6696)</strong>&nbsp;is an International High Ranking, open-access journal that publishes high-quality articles in English, in all areas of Educational researc</span></span></span><span id="cell-9-name" class="gridCellContainer"><span class="label">h</span></span> (but not limited to) given below: Academic Advising and Counselling, Adult Education, Art Education, Business Education, Counsellor Education, Cross-disciplinary Areas of Education, Curriculum, Research and Development, Distance Education, Early Childhood Education, etc.&nbsp; &nbsp;</p> <p><span style="font-size: 1.5em;"><span style="text-shadow: #FF0000 0px 0px 2px;">Impact Factor: <strong>4.53</strong></span></span></p> https://ijojournals.com/index.php/er/article/view/1235 2026-02-12T08:13:34+00:00 Oluwakemi Grace DAIRO (PhD) noreplyijo@gmail.com

<p><em>This study </em><em>investigated the influence of principal’s leadership styles on teachers job performance in public secondary schools in Egbeda local government, Oyo state<strong>.</strong></em><em>The study adopted the descriptive survey research design of the correlational type.</em><em>Proportionate sampling technique was used to select </em><em>30% of public secondary school teachers in Oyo State which is 268 out of 891 given total number of <strong>283 </strong>respondents in all. The data collected were used to analyzed using Inferential statistics such as PPMC was used to analyze hypotheses 1-4, while hypotheses 5 and 6 was analyzed using multiple regressions, at p</em><em>&nbsp;0.05 level of significance.It was revealed that </em><em>there is no significant relationship between </em><em>Democratic</em><em> leadership styles and teachers’ job performance (r</em><em>0.368&gt;0.05). There is no significant relationship between </em><em>Autocratic</em><em> leadership styles and teachers’ job performance (r</em><em>0.126 &gt;0.05). There is no significant relationship between </em><em>lassiez </em><em>leadership styles and teachers’ job performance (r</em><em>0.168&gt;0.05). There is no significant relationship between </em><em>situational</em><em> leadership styles and teachers’ job performance (r</em><em>0.508&gt;0.05).</em><em>It was recommended that </em><em>Democratic style of leadership should be adopted by principals to improve performance. Principals should improve their way of public relations and accept constructive criticism. Autocratic leadership style should be adopted when necessary, especially in a situation where subordinate (teachers) in school who are inherently indolent and would avoid job if possible. Laissez –faire leadership style should be used by principals of public secondary school when need arise. </em></p>

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