To pursue a professional development in diversity and equity, the primary school teachers whose roles are foundational require the adoption of innovative approaches to ensure inclusivity which are imperative towards the building of equitable learning environment. Hence, this study examines innovative approaches for inclusivity of public primary school teachers in Oyo state, Nigeria. Descriptive research design was adopted for the study. The population consists of public primary school teachers in Oyo State which is 22942. A sample size of 414 was drawn from the population via multi- stage sampling procedure. Two hypotheses guided the study. The questionnaire was validated by educational experts and its reliability was done via test- retest method. The data collected via the questionnaire was analysed using descriptive and inferential statistics. The study found that innovative approaches have relative significance relationship on teachers' inclusivity in Oyo State. The result also revealed via ANOVA \((F(6,395) = 75.762\) \(p = 0.000< 0.05)\) that innovative approaches (Participatory leadership, Motivation programmes, Digital networking, Open feedback, Inclusive capacity building and mental wellness) joined together had significant relationship on teachers' inclusivity in the public primary schools in Oyo State, Nigeria. The study concluded that the innovative approaches (independent variable) and the teachers' inclusivity (dependent variable) have linear and joint significant relationship. However, the researchers suggested that all the innovative approaches should be adequately practiced without bias and public schools' authority should invest in profitable professional development programmes for the teachers such as teacher tech literacy training to ensure digital inclusion.
Doctoral Scholar, Department of Academic Service, & Department of Educational Management (2026). Innovative Approaches for Inclusivity of Public Primary School Teachers in Oyo State, Nigeria. International Journal of Global Humanities and Management Insights (IJGHMI), 2(2), 1–10. https://doi.org/10.63665/ijghmi-y2f2a004
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