Teacher-perceived principal leadership styles, decision-making styles and job satisfaction: how congruent are data from Indonesia with the Anglophile and Western literature?

School leadership is seen as important for both schools and for government and private policy-makers. The relationships between teacher-perceived principal leadership styles, teacher-perceived principal decision-making styles and teacher-perceived job satisfaction in schools in Lampung Province, Indonesia were examined. Data were collected by questionnaires from 475 teachers. This paper uses Indonesian data, but the relationships studied will be of wider interest to school stakeholders in Indonesia and to a wider global readership. Considerable effort was placed on the collection of robust data to address existing gaps in the literature about these relationships. The data are available to be shared with other interested parties. Findings suggest that five variables (of the nine variables that were studied) can significantly (p < .001) predict teacher job satisfaction. Transformational leadership style and rational decision-making style are the best predictors and are likely to contribute to increased teacher job satisfaction. In contrast, laissez-faire leadership style, intuitive decision-making style and avoidant decision-making style are likely to contribute to decreased teacher job satisfaction. This paper is the third paper of five papers about school leadership in Indonesia.