This study identifies and analyzes the factors influencing the leadership style of principals at private K-12 schools in Ho Chi Minh City, a highly competitive, market-driven educational environment. Employing a sequential explanatory mixed methods design, the research begins with a quantitative survey of 435 teachers and education administrators, followed by semi-structured in-depth interviews. Data were analyzed using inferential statistics (ANOVA and t-tests) and thematic analysis. The main findings reveal a pronounced “perception gap” between staff groups: while the school leadership team is primarily shaped by external pressures such as market competition and accountability requirements, teachers and department heads are more affected by internal factors, notably the principal’s personal competencies and the school’s organizational culture. Qualitative analysis elucidates this divergence, showing that each group interprets the environment through its own lens of responsibilities and concerns. The study concludes that private school principals in Ho Chi Minh City must perform a dual role both as business managers and as educational leaders. To succeed, they need to cultivate a balanced, comprehensive leadership capacity that reconciles market-driven pressures with staff expectations, thereby narrowing the perception gap and fostering a sustainably thriving institution.
Truong et al. (Thu,) studied this question.