DOI
https://doi.org/10.47689/2181-3701-vol2-iss6-pp110-113Keywords
leadership styles , higher education , transformational leadership , faculty satisfaction , institutional effectiveness , servant leadershipAbstract
Leadership styles in higher education are significantly related to improving institutional effectiveness, faculty satisfaction, and student outcomes. In this article, we discuss some key leadership styles – transformational, transactional, servant, and passive leadership styles, and some of their impacts on the academic environment. According to the research conducted previously, the transformational and servant leadership styles have the most favorable outcomes, whereas passive leadership negatively impacts the satisfaction and engagement of employees. It includes discussions on geography and culture, which make the ideas on this subject even more universal. The results can offer academic leaders and administrators insights into creating a positive educational atmosphere. Any institutional leadership must define its style within the context of successful transformation strategies.
References
Abbasi, M. & Zamani, M. (2022). ‘The Relation Between Leadership Styles in Higher Education and Academic Staff's Job Satisfaction: A Meta-Analysis.’ International Journal of Educational Management, 36(3), pp. 456–472.
Bass, B.M. & Avolio, B.J. (1993). ‘Transformational Leadership and Organizational Culture.’ Public Administration Quarterly, 17(1), pp. 112–121.
Bass, B.M. & Riggio, R.E. (2006). Transformational Leadership. 2nd ed. New York: Psychology Press.
Greenleaf, R.K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
Harrison, J.K. (2018). ‘Leadership in Higher Education: Transformational Approaches to Faculty Development.’ Journal of Academic Leadership, 25(2), pp. 90–105.
Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills: Sage Publications.
Judge, T.A. & Piccolo, R.F. (2004). ‘Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.’ Journal of Applied Psychology, 89(5), pp. 755–768.
Liden, R.C., Wayne, S.J., Zhao, H. & Henderson, D. (2014). ‘Servant Leadership: Development of a Multidimensional Measure and Multi-Level Assessment.’ Leadership Quarterly, 25(1), pp. 67–83.
Shouppe, G. & Pate, J.L. (2010). ‘Transactional Leadership and Faculty Satisfaction in Higher Education.’ Journal of Leadership Studies, 4(1), pp. 89–97.
Spears, L.C. & Lawrence, M. (2021). Practicing Servant Leadership: Leading by Serving Others. 3rd ed. San Francisco: Jossey-Bass.
Ali, S., Khan, A. & Zhao, Y. (2021). ‘Cultural and Geographical Influences on Leadership Styles in Higher Education: A Meta-Analytical Review.’ Global Journal of Educational Leadership, 8(4), pp. 213–229.
