scholarly journals An Empirical Assessment of Transformational Leadership in Institutions of Higher Learning

2018 ◽  
Vol 7 (1) ◽  
pp. 20-24
Author(s):  
Umar Mufeed
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Leadership Practices ◽  
Higher Learning ◽  
North India ◽  
Teaching Staff ◽  
Institutional Performance ◽  
Policy Makers ◽  
Institutions Of Higher Learning ◽  
Transformational Leadership Style

The purpose of this paper is to examine the perception of employees towards transformational leadership prevailing in sample select universities. The respondents in this study comprise of 169 teaching and 97 non- teaching staff selected from four universities of North India. Multi factor Leadership questionnaire (MLQ- 5x) developed by bass and Avolio (1995) was employed to gather the responses from the respondents. The data collected were analyzed using descriptive and inferential statistics. The results of the study revealed that there prevails a favorable perception among employees regarding transformational leadership practices. Teaching staff have showed higher satisfaction towards existing transformational leadership practices as compared to non-teaching staff. The study suggests that academicians and policy makers must promote transformational leadership style in order to improve employee delivery and enhance institutional performance in sample select universities.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

scholarly journals HRM PRACTICES AS DETERMINATES OF THE EMPLOYEE INTENTION TO STAY: THE MODERATING EFFECT OF TRANSFORMATIONAL LEADERSHIP: A CASE OF HIGHER EDUCATION INSTITUTES IN UAE

2019 ◽  
Vol 7 (5) ◽  
pp. 1087-1096
Author(s):  
Anas Abudaqa ◽  
Hasan AlMujaini ◽  
Mohd Faiz bin Hilmi
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Higher Learning ◽  
Intention To Stay ◽  
Statistical Tool ◽  
Hrm Practices ◽  
Education Industry ◽  
Transformational Leadership Style

to stay among the lecturers working in the higher education institutes of UAE. In addition to that the study has examined the moderating role of transformational leadership in the relationship between HRM practices and intention to stay has examined. This study is important to the management and HR department in the education industry because through this study, higher learning education institutions are informed of the results of HRM practices and transformational leadership style which might have an influence on the lecturers’ intention to stay. The study is among the pioneering studies on the issues related to the HRM practices on the intention to stay. Methodology: So, current study has used SEM-PLS as statistical tool to answer the research questions raised in this study and research objectives envisaged in the current study. Results: The findings of the current study have provided support to with the hypothesized results. The study has argued that the to deal with the current external opportunities and menaces, new knowledge and skills for improving their existing and future performances must be provided for the organizations This study will be helpful for policymakers and researchers in examining the link between HRM practices on the intention to stay the higher education institutes of UAE.

scholarly journals Leader-member Exchange and Transformational Leadership Style: A Prediction to Thriving at Work

2020 ◽  
pp. 37-43 ◽  
Author(s):  
O. Joe-Akunne, Chiamaka ◽  
E. Iloke Stephen ◽  
I. Nnaebue, Collins
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Teaching Staff ◽  
Sample Population ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Predictive Design ◽  
Transformational Leadership Style ◽  
Thriving At Work

The world’s economic and organizational growth is increasingly becoming difficult as a result of harsh leadership styles and highhandedness in imprinting certain policies and rules into the organization. Going by this trend, this study explored leader-member exchange and transformational leadership style: a prediction to thriving at work among employees of Nnamdi Azikiwe University, Awka, Anambra, Nigeria. The sample population of the study comprised of 102 non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra, Nigeria. Thirty-two (32) males and sixty-eight (68) females with age range of 23 to 56 years with a mean age of 32.5 who were selected through simple random sampling. Instruments used for data collection were leader-member exchange scale, transformational leadership inventory and thriving scale. In the method section, predictive design was adopted and hierarchical regression statistics was used to analyze the predictive strength of the variables. Three hypotheses guided the study and the results indicated that leader member exchange and transformational leadership style independently predicted thriving at work at B=.80 and .34, p<.05 respectively. Also, leader member exchange and transformational leadership style jointly predicted thriving at work at B= .62 and B=.34, p <.05 respectively. The findings from this study imply that leader member exchange and transformational leadership style can greatly impact thriving at work and this would in turn lead to greater work commitment and organizational effectiveness among public sector employees. It was recommended that organizations put to use transformational leadership styles and as well grant leaders the opportunity to share ideas and opinions.

scholarly journals Relationship between Proactive Personality Traits and Transformational Leadership Style among Workers: Moderating Role of Psychological Empowerment

2021 ◽  
Vol 04 (09) ◽  
Author(s):  
Iloke, Stephen E. ◽  
Keyword(s):  
Transformational Leadership ◽  
Personality Traits ◽  
Leadership Styles ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Proactive Personality ◽  
Teaching Staff ◽  
Transformational Leadership Style ◽  
Moderating Role

The purpose of this study is to investigate relationship between proactive personality traits and transformational leadership style among workers: moderating role of psychological empowerment. The study was guided by two hypotheses. A total of 112 participants were selected for the study using simple random and convenience sampling technique. The participants were all non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra-Nigeria. The participants comprised of 62 males and 50 females with a mean age of 32.51 and standard deviation of 8.68. Their age ranged from 18 to 51 years. The study made use of three instruments namely: proactive personality scale by Bateman & Crant (1993), transformational leadership inventory by Podsakoff (1990) and psychological empowerment scale by Spreitzer (1995). The study is a survey study which adopted the correlational design; consequently multiple linear regressions were used as a statistical tool for data analysis. The result showed that proactive personality positively and significantly correlated with transformational leadership style at r = .33, p < .01. Furthermore, the interaction effect between proactive personality trait, all the dimensions of psychological empowerment accounted for negative significant variance than just proactive personality and transformational leadership styles alone, R2 change = .07 at p <. 01. Based on the findings of the study, the researchers recommended that Organizations are advised to employ transformational leadership styles as it is also a way of empowering the employees psychologically.

The Impact of Transformational Leadership Style Practiced by Principals in determining the Job Satisfaction of Teachers working at Private Degree Colleges in Bangalore City.

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 237-250
Author(s):  
J. Amudha ◽  
R. Poornimarani
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Principal Leadership ◽  
College Teaching ◽  
Teaching Staff ◽  
Leadership Quality ◽  
Transformational Leadership Style ◽  
The Right ◽  
The Impact

Leaders are doers the success of any organisation is vested in the hands of responsible and highly motivated leaders. A leader is one who knows the path and guides the followers to go on the right way by standing with them, lending support when ever needed. With this aspect, study on leadership style and its relation in determining the job satisfaction of teachers has been chosen to analyse the association of Transformational leadership style with job satisfaction of teachers working with the private degree colleges in the city of Bangalore This study focuses on how principal leadership quality and style will influence the college teaching staff in determining the job satisfaction that in turn contributes to overall success of the colleges and even the student community. Correlation and Regression analysis is made to understand the significant relationship between the Principal leadership style and job satisfaction of teachers from teachers perspective.

KEPEMIMPINAN TRANSFORMASIONAL KEPALA MADRASAH DALAM IMPLEMENTASI KURIKULUM 2013

1970 ◽  
Vol 19 (1) ◽  
pp. 1-20
Author(s):  
Fathul Aminudin Aziz
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Learning Resources ◽  
Artistic Development ◽  
Transformational Leadership Style

Tulisan ini disusun sebagai panduan bagi kepala madrasah untuk mempraktikkan gaya kepemimpinan transformasional agar guru dan karyawan di madrasah memiliki kesiapan dalam implementasi kurikulum 2013. Ada enam peran yang dimainkan oleh kepala madrasah dalam praktik kepemimpinan transformasionalnya. Pertama, melakukan sosialisasi kurikulum 2013. Kedua, membina pribadi guru dan karyawan dengan melakukan pembinaan mental, pembinaan moral, pembinaan fisik, dan pembinaan artistik. Ketiga, membina pribadi peserta didik. Keempat, mengubah paradigma guru. Kelima, memenuhi berbagai fasilitas dan sumber belajar yang mendukung dalam implementasi kurikulum 2013. Keenam, menciptakan lingkungan madrasah yang kondusif-akademik, baik secara fisik maupun nonfisik. This paper is organized as a guide for the headmaster to practice transformational leadership style so that the teachers and staff at the school ready to apply the 2013 curriculum. There are six roles that play by the headmaster in the practice of transformational leadership. First role is to disseminate the curriculum of 2013. Second role is fostering teachers and employees personality to perform mental, moral, physical, and artistic development. Third role is fostering the learners’ personality. Fourth role is changing the paradigm of teachers. Fifth role is fulfilling a variety of facilities and learning resources that support the implementation of the 2013 curriculum. Sixth role is creating an academic-supported environment in madrasah both physical and nonphysical.

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