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2019-04-04

þÿINFLUENCE OF HEADTEACHERS
AUTOCRATIC LEADERSHIP STYLE
ON IMPLEMENTATION OF INCLUSIVE
EDUCATION IN PUBLIC PRIMARY
SCHOOLS IN UASIN GISHU COUNTY, KENYA

þÿAgen go, Maurice Ogony

MMUST

http://r-library.mmust.ac.ke/123456789/1349
Downloaded from DSpace Repository, DSpace Institution's institutional repository
 International Journal of Education and Research Vol. 7 No. 4 April 2019

INFLUENCE OF HEADTEACHERS’ AUTOCRATIC LEADERSHIP STYLE ON

IMPLEMENTATION OF INCLUSIVE EDUCATION IN PUBLIC PRIMARY SCHOOLS
IN UASIN GISHU COUNTY, KENYA

*Agen’go Ogony Maurice (PhD Candidate)

[email protected]

Masinde Muliro University of Science & Technology

Dr. Pamela Buhere

[email protected]

Department of Educational Planning and Management

School of Education,

Masinde Muliro University of Science and Technology

Dr. Peter Jairo Aloka

[email protected]

Department of Psychology and Educational Foundations

School of Education,

Jaramogi Oginga Odinga University of Science and Technology

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ABSTRACT

Kenyan schools have been encouraged to the pressure of inclusion to embrace integration of all
learners including those with disabilities. The problem is that, despite the adoption of this policy in
Kenya (2009), realization of this noble idea remains dismal, with most schools hardly achieving the
basic objective of inclusion. Unpublished report from Uasin Gishu County (2015) indicates a low
level of implementation of inclusive education primary schools. The role of head teachers in the
implementation of inclusive education remains crucial. They are undoubtedly the central person in
all the leadership and team work exhibited in any inclusive school. The purpose of this study
therefore was to establish the influence of autocratic leadership style on the implementation of
inclusive education in Uasin Gishu County, Kenya. The study was anchored on Lewin’s leadership
theory. The study adopted Concurrent triangulation design within the mixed method approach. The
target population for the study comprised 4909 teachers in public primary schools and 464 senior
teachers totaling up to 5373. The sample size comprised 491 teachers stratified sampled, 10 senior
teachers systematically randomly sampled and a sample size of 501 was used. Data collection
instruments were questionnaires and interview schedules. Content, construct and face validity was
ensured by expert judgment. Reliability was ensured by Cronbach Alpha method and reliability
coefficients were all above 0.7. Quantitative data was analyzed by descriptive statistics and
inferential statistics such as Pearson correlation and liner regression while Qualitative data was
analyzed thematically. The results indicated a statistically significant negative correlation between
the head teachers’ Autocratic leadership style and implementation of inclusive education (n=368; r
=.401; p =.001). The study recommended that ministry of education through Quality Assurance and
Standards Officers shoulder sensitize teachers on better leadership practices that can encourage
implementation of inclusive education.

Key words; implementation, inclusive, education, autocratic, leadership

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1.0: Introduction
1.1 Background to the Study
A number of researchers agree that inclusive education is both a policy and a philosophy and above
all, a practice. Fakolade, (2009) believes that the practice anchors on the notion that every child
should be an equally valued member of the school culture. Hooker (2007) view inclusive education
in terms of a diversity of needs and believes it is the process of addressing and responding to the
diversity of such needs. But according to Windyz (2010), the term inclusion could be well
understood if we reflect on its antonym ‘exclusion’ where questions like who is excluded will be
involved. Within Brazilian context, she identifies various social groups that are at risk of exclusion,
the poor, those with disabilities, the black child, and children with terminal illness and thus defines
inclusion as a process of identification and removal of barriers that prevent any pupil at risk of
exclusion from accessing the curriculum content.
The period between 1900 and 1970’s has been typically referred to as the “isolation phase’’.
Children with disabilities were segregated from their non-disabled peers for centuries (Barton
&Tomlinson, 2007). In today’s schools students with disabilities who receive special education
services are included in general education classrooms with their developing peers. Special education
is not a place but rather a set of instructional services. It is a philosophy of education that integrates
children with disabilities into educational settings in which meaningful learning occurs (Osgood,
2005). The guiding principle of inclusive education is that ordinary schools should accommodate all
children regardless of physical, social, emotional, mental and other conditions. Vittelo and Mithaug
(2003) argued that inclusion fosters institutional strategies to increase the participation and learning
of children who are perceived to be vulnerable within existing educational arrangement.

Mc’Crimmon (2014) in Canada established that inclusive education is widely adopted in Canadian
education system. However, few Canadian universities still required students in under graduate
teacher preparation programs to complete course work on the topic inclusive education to prepare
future teachers to work in inclusive classrooms with students with diverse exceptional learning
needs. While every single child can have access to education under the current framework in Japan,
the law dictates children with disabilities to go to the specified type of school, and does not allow
them to choose the ones of their preference (Kaneko, 2010). Enrolment in special schools often
limits their opportunities to come into contact with non-disabled children.
South Africa has adopted an inclusive education policy in order to address barriers to learning in the
education system. However the implementation of this policy is hampered by the lack of teachers’
skills and knowledge in differentiating the curriculum to address a wide range of learning needs
(Dalton, Kahonde & Mickenzie 2012). In a report by the Human Network, a consortium of Non-
Governmental Organizations working on human rights, it was noted that while Uganda promoted
inclusive education, there were no special needs teachers and limited teaching aids which made it
impossible for children with disabilities to get quality education (Okwany, 2011). Moreover,
Nyende (2012) indicated that accommodation of children with disabilities in the present
implementation of UPE programme in Uganda is far from real.
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Kenya is a signatory to several international conventions and agreements and has ratified a number
of them thus committing herself to the implementation of the recommendations there in (MOE,
2008). Some of these conventions and declarations include convention on the rights of persons with
disabilities (2006) and Dakar Framework for Action on Education for All ‘EFA’ (2000) which was
supposed to have been achieved fully by the year 2015 (MOE, 2008). Mwangi & Orodho (2014) in
Kenya established that there were inadequate specialized teachers to handle special needs education
curriculum. Finally, the study indicated that there were several socio- economic and cultural
variables that constraints effective teaching and learning in an inclusive classroom.
Leadership has a direct cause and effect relationship upon organizations’ and their success. Leaders
determine values culture, change, tolerance and employee’s motivation (Giri & Santra, 2010). They
shape institutional strategies including their execution and effectiveness. Successful leaders
however have one thing in common; they influence those around them in order to reap maximum
benefit from the organization’s resources (Germano, 2010). Cooke (2012) highlights the
relationship between leadership strategies, the impacts leaders have on others and effectiveness in
the role. This impact he reiterated has enormous significance in helping understand organizational
culture and the role that norms and expectations play in organizational effectiveness. Thus the way
in which a head teacher makes decisions, delegates responsibility and interacts with teachers can
affect all programs in the entire school (Root, 2015). Schools therefore require leadership just like
any other organization.

The national special needs education policy (2009) provided a framework for the planning and
implementation of special needs education devoid of all barriers that inhibit access to quality and
relevant education. However an unpublished report by Uasin Gishu Curriculum Support Officers in
charge of Special Needs Education (2015) indicates that there are quite a number of challenged
children who are out of school in Uasin Gishu County and this has derailed the achievement of EFA
as enshrined in the Millennium Development Goals that was to be achieved in Kenya by 2015. This
indicates that there is low level of implementation of inclusive education in public primary schools
in Uasin Gishu County.

1.2 Statement of the Problem

The National Special Needs Education Policy (2009) provided a framework for the planning and
implementation of special needs education devoid of all barriers that inhibit access to quality and
relevant education. However Uasin Gishu County experiences a problem of low access of children
with special needs in regular public primary schools. An unpublished report by Uasin Gishu
Curriculum Support Officer in charge of Special Needs Education (CSO, SNE), (2015) indicates
that there are quite a number of challenged children who are out of school in Uasin Gishu County
and this has derailed the achievement of EFA as enshrined in the Millennium Development Goals
that was to be achieved in Kenya by 2015. This indicates that there is low level of implementation
of inclusive education in public primary schools in Uasin Gishu County. It is against this
background that the researcher was compelled to investigate the influence of head teachers’
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autocratic leadership style on the implementation of inclusive education in public primary schools
in Uasin Gishu County.

1.3: Theoretical Framework

The study was anchored on behavioral leadership theory. Proposed by Kurt Lewin and his colleagues in
(1939), behavioral leadership theory identified three different styles of leadership, in particular
around decision making. Autocratic leadership style, in this style the leader takes decisions without
consulting with others. The decision is made without any form of consultation, in Lewins’
experiment he found that this caused the most level of discontent. An autocratic style works when
there is no need for input on the decision, where the decision would not change as a result of input,
and where the motivation of people to carry out subsequent actions would not be affected whether
they were or were not involved in the decision making (Lewin, Lippit & White 1939).
Democratic leadership style, here the leader involves the people in decision making, although the
process for the final decision may vary from the leader having the final say to them facilitating
consensus in the group. Democratic decision making is usually appreciated by the people, especially
if they have been used to autocratic decisions with which they disagreed. It can be problematic
when there are a wide range of opinions and there are is no clear way of reaching an equitable final
decision (Kendra, 2016). Laissez-Faire leadership style, this minimize the leaders involvement in
decision making , and hence allowing people to make their own decisions, although they may still
be responsible for the outcome. Laissez-faire works best when people are capable and motivated in
making their own decisions, and where there is no requirement for a central coordination. (Dixion &
Hart, 2010).The theory is appropriate for this study as it captures most of the variables of the study.
In Lewin’s experiment he discovered the most effective style was democratic. Excessive autocratic
styles led to revolution, whilst under Laissez-faire approach, people were not coherent in their work
and did not put in the energy that they did when being actively led. (Root, 2015).

As adopted in the study leadership theory view implementation of inclusive education as a process
that all teachers must be intrinsically and extrinsically motivated to undertake. In Autocratic
leadership style the leader takes decisions without consulting with others. The decision is made
without any form of consultation, in Lewins’ experiment he found that this caused the most level of
discontent. An autocratic style works when there is no need for input on the decision, where the
decision would not change as a result of input, and where the motivation of people to carry out
subsequent actions would not be affected whether they were or were not involved in the decision
making (Lewin, Lippit & White 1939).

2.0: Literature Review

Autocratic leadership style is the kind of leadership where a leader takes decisions without
consulting with others (Moberg, 2013). In Canada, Bhatti (2012) investigated the impact of

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autocratic and democratic leadership styles on job satisfaction in private and public primary
schools. Questionnaires were used as the study instruments with a sample size of 205 teachers.
Mean, standard deviation, T-test, ANOVA correlation and regression analysis were employed in
data analysis. The study found out that autocratic leadership style has a negative impact on job
satisfaction while democratic leadership style has a positive impact on job satisfaction. The above
reviewed study only employed questionnaire as data collection instrument hence it left out the rich
in depth information got from interviews. The current study bridged this gap by using both
questionnaire and interview schedule to collect data thereby adding literature to the existing body of
knowledge.
In Pakistan, Natasha (2010) conducted a study to compare between collaborative and authoritarian
leadership styles of special administrators. The study indicated that staff members are more likely
to become motivated to serve the students which are satisfied with their work environment and
relationship with administrators. Results showed that practicing a collaborative leadership style
compliment the characteristic needed as a special education supervisor. The above reviewed study
only targeted school administrators not teachers who are implementing inclusive education in
classroom situation. The current study bridged this gap in literature.
In South Africa, Pontso and Bangani (2016) investigated school district leadership styles and school
improvement. Mixed method research was employed and data was collected through the use of
questionnaire and semi-structured interviews with school principals. The finding revealed
prevalence of more authoritarian top down leadership styles which tend to have negative effects on
school improvement. The reviewed study was conducted in secondary schools where students are a
bit mature unlike the current study which was conducted in primary schools where learners are
predominantly young children.

Educational leaders play important role with the intension to make teaching and learning more
effective and to give quality education to all students (Mirkamali, 2011). In Nigeria, a study was
conducted by Adeoti (2012) on the influence of principals’ leadership styles on students’ academic
achievement in secondary schools. Descriptive survey design was employed in the study. A simple
random sampling technique was used to select twenty secondary schools and fifty school principals
from randomly selected schools formed the participants of the study. Data was collected through
questionnaires and analyzed using Pearson Chi-square statistical analysis. The findings of the study
revealed that autocratic leadership style had a negative influence on students’ academic
achievement while democratic leadership style however had a positive influence on students’
academic achievement. The reviewed study was conducted in secondary schools leaving out
primary schools, the current study bridged this gap by conducting a study in primary schools
thereby filling gap in literature.

Naidoo & Botha (2012) conducted a study in South Africa to investigate management and
leadership in secondary schools. Structured questionnaires were used as the data collection
instruments. A total of 84977 educators were the target group for the study while 1500 participants
were randomly selected to participate in the study. Data was analyzed by use of Pearson correlation
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coefficient and exploratory factor analysis. The study established that the nature of leadership has
evolved from the traditional autocratic and bureaucratic styles to the contemporary styles. The study
further indicated that transformational leadership is well suited to the challenges of current school
restructuring as has the potential for building high levels commitment to the complex and uncertain
nature of the school reform agenda. The above reviewed study was conducted in secondary schools
in South Africa leaving a gap in in primary schools. The current study bridged this gap by
conducting a study among primary school in Kenya thereby adding literature to the existing body of
knowledge.

In Uganda Kalule & Bouchamma (2014) conducted a study to investigate teacher supervision
practices and characteristics of school supervisors. A quantitative survey on instructional
supervision was conducted among in-school supervisors in 45 secondary schools in three rural
schools. A total of 106 supervisors responded to the questionnaires. Results indicated that the
supervisory practices most used were a differentiated model, a three hundred and sixty degrees
supervision model, a supervision phase prior to class observation and a phase following classes’
observation as well as directive and collaborative professional development guidelines. The above
reviewed study was conducted in Uganda but not in Kenya. The current study bridged this gap
thereby filling gap in literature.

Mboya, Were and Otieno (2017) investigated effects of autocratic leadership style on quality
assurance in institutions of higher learning in Kenya. The study focused on 19 public chartered
universities and 18 private chartered universities. Using stratified sampling 249 leaders were
selected to represent the total population. The study adopted a mix method approach of exploratory
and descriptive design. Questionnaires were used to gather relevant information from the
respondents. Data analysis was done both descriptively and inferentially. The findings revealed a
positive correlations between autocratic leadership style and quality assurance in institutions of
higher learning. The reviewed study only collected quantitative data hence it lacked the rich in-
depth information from qualitative data. The reviewed study was also conducted in institution of
higher learning (universities) where students are young adults unlike the current study which was
conducted in primary schools where learners are generally young children. The current study
bridged these gaps in literature.

Maiyo, Siro & Tecla (2014) investigated management styles and teacher mobility in primary
schools. The study adopted a descriptive survey design. The study targeted 2149 primary school
teachers within the study area. Systematic random sampling was used to draw 196 teaching staff
and head teachers from the study population. Data was analyzed using descriptive methods and
results presented in tables, pie charts and graphs. The findings revealed that schools still use the
traditional authoritarian model of leadership, the school management styles in this case the
authoritarian was responsible for teacher transfer request to other schools and also to other jobs.
The above reviewed study only employed a descriptive statistics analysis leaving out inferential
statistical analysis which could allow generalization of findings. The current study bridged this gap

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by employing both descriptive statistical and inferential analysis thereby adding literature to the
existing body of knowledge.
From the reviewed studies, most of them were carried out in contexts that were different
from the primary school level contexts. Moreover, in majority of studies, the approaches used were
either qualitative or quantitative. The present study filled in these gaps in literature by focusing on
influence of head teachers transformational leadership style and implementation of inclusive
education.

3.0: Research Methodology

A research design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure (Kothari, 2011).
It is a plan, structure and strategy of investigation conceived so as to obtain answers to research
questions. The study adopted concurrent triangulation design within the mixed method approach.
The design converges or merges quantitative and qualitative data in order to provide a
comprehensive analysis of the research problem. In this design, the investigator typically collects
both forms of data at roughly the same time and then integrates the information in the interpretation
of the overall results (Creswell, 2014). Contradictions or incongruent findings are explained or
further probed in this design. The purpose of this design is to obtain different but complementary
data on the same topic. The intent in using this design is to bring together the differing strengths and
non-overlapping weaknesses of quantitative methods with those of qualitative methods (Creswell &
Plano Clark, 2011). The design was found appropriate for this study because the study directly
compared and contrasted quantitative statistical results with qualitative findings. The design is
presented in Figure 3.0

QUAN data QUAN

QUAN Validate Interpretation
collection data
analysis results QUAN results QUAN +
Survey with QUAL QUAL
results
QUAL data QUAL QUAL
collection. data results
Open ended analysis
survey items

Figure 3.0: Concurrent Triangulation Design: Source; Creswell, 2014)

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3.1: Study Participants

Population means all objects and people who share one or some common quality in a special
geographical scale, Cooper and Schindler (2009). It is a complete set of individuals, cases or objects
with some common characteristics that differentiate it from other population, while target
population is the population to which the researcher wants to generalize the results of the study
(Orodho, 2005). The target population for the study was 5373 teachers consisting of 491 primary
school teachers and 464 senior teachers in primary schools in Uasin Gishu County, Kenya.

3.2 Research Instruments

Both Questionnaire and Interviews were used to collect data. A Questionnaire was used to collect
quantitative data. The questionnaire were administered to the primary school teachers since they are
directly involved in the implementation of inclusive education in classroom. Likert’s scale was
used where the respondents were asked to make a choice based on their opinion whether they
Strongly Agreed, Agree, Neutral Disagree or Strongly Disagree based on the question asked. The
questionnaires had two parts; the first with closed questions which sought to gather demographic
information, and the second with closed questions which sought to establish opinions from
respondents and gather more of the quantitative data about the influence of head teachers
transformational leadership style on the implementation of inclusive education in primary schools.
In addition, semi structured interviews was used to collect qualitative data from some senior
teachers. This was because the number that was sampled under this group was manageable. The
interview schedule was appropriate for the study as it provided in-depth information and a detailed
understanding of the issue under research. The information on the interview schedule was tape
recorded for validity purposes. The researcher ensured validity of questionnaires through expert
judgment that is with the help of experts from Masinde Muliro University. Moreover, the items in
the questionnaire were made clearer and also arranged from simple to complex. In this study
Reliability of the questionnaire was tested using Cronbach’s alpha. In the interpretation of the
reliability results, the closer Cronbach’s alpha coefficient is to 1.0, the greater the internal
consistency of the items in the scale. According to (Oso and Onen, 2014), a questionnaire has good
internal consistency if the Cronbach’s alpha coefficient of a scale is above 0.6 but not more than .9.
All the subscales reached a threshold and were within the range and therefore considered reliable.

4.0 Findings
The study explored the influence of head teachers’ autocratic leadership style on the
implementation of inclusive education in public primary schools in Uasin Gishu County. The
assessment was done using a five point Likert scaled autocratic leadership indicators questionnaire
for teachers. The items of the questionnaire rated the indicators of autocratic leadership indicators.
Pearson Product Moment Correlation Coefficient was computed to test null hypotheses, with the
level of the head teacher’s autocratic leadership style orientation as the independent variables and

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level of inclusive education implementation as dependent variable. Autocratic leadership scale was
measured in continuous scale ranging from1.00 to 2.74, as computed from the teachers’ ratings on
autocratic leadership orientation. Equally, the level of implementation of inclusive education was
measured in continuous scale, in the continuum of 1 to 5. The SPSS output Table 4.0 shows the
correlation results.

Table 4.0: Correlation between the Level of Autocratic Leadership Orientation and the Level of
Implementation.

Leadership Level of Implementation

Score of Inclusive Education
Pearson Correlation 1 -.401**
Autocratic Leadership
Sig. (2-tailed) .001
Score
N 62 62
**
Level of Pearson Correlation -.401 1
Implementation of Sig. (2-tailed) .001
Inclusive Education N 62 62
**. Correlation is significant at the 0.01 level (2-tailed).

The results in Table 4.16 indicates a statistically significant negative correlation between the head
teachers’ Autocratic leadership style and implementation of inclusive education (n=62; r =.401; p
=.001). Therefore, given that the p-value was less than .05, the null hypothesis which stated that
“There is no statistically significant relationship between the level of Autocratic leadership style
and implementation of inclusive education” was rejected. Hence, it was concluded that there is
significant negative correlation between the level of Autocratic leadership style and the level of
implementation of inclusive education, with higher level of Autocratic leadership orientation
associated with lower level of implementation of inclusive education in primary schools and vice
versa. This finding concurs with Naidoo & Botha (2012) in South Africa which established that the
nature of leadership has evolved from the traditional autocratic and bureaucratic styles to the
contemporary styles.
Finding from qualitative data revealed the same, with most study informants agreeing that
autocratic leadership style negatively influence the implementation of inclusive education. One
senior teacher reported that;
“If head teachers can bring everybody on board on issues of
inclusive education, then it will work. As things stand now, with
his authority alone, the implementation of inclusive education in
our schools will still remain a hard nut to chew………(SNR. TR.
4)

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This means that schools whose head teachers practice higher level of Autocratic leadership are
likely to have lower implementation of inclusive education than the schools whose head teachers
practice lower Autocratic leadership style, assuming other factors constant. This finding agrees with
Wadesango (2012) in Zimbabwe which established that insignificant teacher participation in critical
school issues results in low staff morale and this culminate in stressful school governance.

However, to estimate the level of influence of the level of autocratic leadership style on
implementation of inclusive education, a coefficient of determination was computed. This was done
using of a regression analysis and the results were as shown in table 4.1.

Table 4.1: Model Summary on Regression Analysis-Level of Autocratic Leadership Style and
Implementation of Inclusive Education
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 .401 .161 .147 .40254
a. Predictors: (Constant), Autocratic Leadership Score

The model shows that the Level of Autocratic Leadership Style of the head teacher explain16.1%
(R2=.161) of the variation in the level of implementation of inclusive education. This was a sizeable
amount of effect by one predictor on the dependent variable. This finding agrees with Mboya, Were
and Otieno (2017) in Kenya whose study revealed a positive correlations between autocratic
leadership style and quality assurance in institutions of higher learning

5.0: Conclusion and Recommendation

The study explored the influence of head teachers’ autocratic leadership style on the implementation
of inclusive education in public primary schools in Uasin Gishu County Kenya. The study
concluded that although autocratic tendencies among the head teachers in Uasin Gishu County
varied, it was largely to a moderate extent. This means that head teachers have overwhelming
control on all decision regarding the implementation of inclusive education and hence allows no
input from teachers. Hence autocratic leadership style does not encourage the implementation of
inclusive education. This finding was also confirmed by correlation results which indicated a
statistically significant negative correlation between the head teachers’ Autocratic leadership style
and implementation of inclusive education. Based on these findings the study recommended that;
The teachers service commission human resource department should sensitize head teachers on
better leadership practices for primary schools so that the head teachers can practice leadership
styles that encourages the implementation of inclusive education. The ministry of education should
consider re-training head teachers who practice autocratic leadership style so that they can acquire
better management practices that promote the implementation of inclusive education.

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