Self-Responsible Leadership: The Impacts of Servant-Transformational Leadership Style to Healing Family Pain; and Leading and Teaching in Postmodern Higher Education

2015 ◽  
Author(s):  
Zoncita Norman
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Responsible Leadership ◽  
Transformational Leadership Style

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 Transformational leadership and employee organisational commitment in a rural-based higher education institution in South Africa

2018 ◽  
Vol 16 ◽  
Author(s):  
Wiseman Ndlovu ◽  
Hlanganipai Ngirande ◽  
Sam T. Setati ◽  
Simbarashe Zhuwao
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Education Institution ◽  
Organisational Commitment ◽  
Staff Members ◽  
Transformational Leadership Style ◽  
South African Higher Education

Orientation: Transformation is a topical issue in South African higher education institutions. The slow and sluggish progress in attempts to transform the sector can be attributed to leadership and commitment of staff in these institutions.Research purpose: The study investigated perceptions of employees and managers on the connection between transformational leadership style and employee organisational commitment in a selected rural-based higher education institution in South Africa.Motivation for the study: This study was conducted to determine whether a perceived lack or the presence of transformational leadership style influences the level of organisational commitment of academic and non-academic staff members of a rural-based university. It is believed that in this way, the study may assist in determining and identifying the strategies to be used to improve the commitment of the staff members to attain the much needed transformation in higher education institutions.Research design, approach and method: A self-administered questionnaire was used to gather data following a quantitative research design. The target population was divided into academic and non-academic strata. Pearson product moment correlation and multiple regression analysis were performed.Main findings: The study found that transformational leadership style has a positive and significant relationship with affective commitment and moderate relationship with continuance commitment. On the contrary, it had no relationship with normative commitment. The study further revealed that perceived transformational leadership style explained the variance on employee organisational commitment. Therefore, the study concludes that effects of perceived transformational leadership style on employee commitment cannot be the same in different institutions and settings.Practical and managerial implications: The study recommends that each institution should diagnose its situation for a better pictorial view of how transformational leadership affects employee organisational commitment in their organisation.Contribution: The results of the study may assist leaders and employees in higher education institutions to enhance commitment for both academic and non-academic staff members through transformative leadership style to attain transformational goals of the South African higher education institutions as projected by the national government. Furthermore, this study will ensure the promotion and creation of transformative leaders who are adaptive and proactive in dealing with challenges of transformation in the former ‘black’ higher education institutions in South Africa and who also have staff members committed to this higher education transformation agenda.

scholarly journals Transformational Leadership Survey

2021 ◽  
Vol 8 (1) ◽  
pp. 41-54
Author(s):  
Cucun Sunaengsih ◽  
Aan Komariah ◽  
Dedy Achmad Kurniady ◽  
Nugraha Suharto ◽  
Badrud Tamam ◽  
...  
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Survey Method ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Education Leaders ◽  
Comprehensive Survey ◽  
Higher Education Leaders ◽  
Transformational Leadership Style

Several previous research have described transformational leadership as successful leadership that led higher education to implement changes for the better. However, a more comprehensive survey on the implementation of transformational leadership in higher education has not been conducted. This research aims at observing a transformational leadership style with the model 4I, namely idealized influence, intellectual stimulation, individual consideration, and inspirational motivation, which is applied to higher education comprehensively. A survey method with questionnaires taken from lecturers working at higher education in Indonesia was used in this research. The findings revealed that attention given to individuals and reducing penalty towards any mistakes by subordinates must be given more attention so that the application of complete combination between one dimension and other dimensions and each indicator of transformational leadership must be carried out. This research is expected to have implications for the effectiveness of higher education leadership, and be used as a reference by higher education leaders in choosing a leadership style.

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.

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.

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