Date of Award


Document Type


Degree Name

Doctor of Education


Higher Education Administration EdD

First Advisor

Bernard M. Lall

Second Advisor

Arthur Coetzee

Third Advisor

Samuel Harris


Problem. The role of the school principal is paramount in the operation of a school system, and affective behavior is an essential part of that role. It was the purpose of the study to determine if a discrepancy exists between the self-perceptions of principals as affective educators and their actual performance.

Method. Thirty-two school principals, their superintendents, and a sampling of their teachers were studied. The self-perceptions of the principals were identified concerning eight affective traits and eight school-climate factors. The superintendent and teachers evaluated their principal's performance on these traits and factors.

The Charles F. Kettering Foundation "School Climate Inventory" and an affective trait questionnaire developed by the researcher were used to measure the principal's performance. Data was analyzed using mean scores, a Chi square analysis, and the Pearson product-moment formula to develop correlation coefficients.

Results. A school principal possessing strong positive self-perceptions on the stated affective traits does not necessarily perform as a professional leader in those areas. A similarity, but no significant relationship, existed between the perceptions of the superintendents and the perceptions of their principals regarding the principals' performances. No similarity or significant relationship existed between principals and their teachers regarding the principals' performances. No similarity, but a significant relationship, existed between the perceptions of the superintendents and the teachers regarding their principal's performance.

Conclusions. Differences exist between the way principals perceive their affective performance and the reality of that performance as evidenced by their superintendents, their teachers, and the building climate within their buildings. Superintendents rate the performances of their principals considerably higher than do the teachers. Principals perceive themselves as strong in the affective domain, but their performance does not support those self-perceptions.

Subject Area

School administrators, Self-perception