A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian Public Universities
Article Metrics Report
Views, downloads, citations, engagementCited by
Current citation countResearch summary
This study aimed at comparing (i) the perceived ratings of leaders', non-leaders' and students' on leadership effectiveness and (ii) perceived ratings of various levels of leadership against transformational, transactional; and passive avoidant dimensions of leadership using a pragmatist philosophy and a quantitative-qualitative, concurrent, mixed cross-sectional descriptive design. Addis Ababa University (AAU), Debre Berhan University (DBU), and Welkite University (WKU) were randomly selected from each of the three-generation Ethiopian public universities. This study was conducted based on original primary data collected from a total of 506 respondents who filled the survey. These included 333 students and 35 teachers; and 5 top, 16 middle, and 34 lower-level- leaders; and 49 non-leaders among the academic; and 4 top, 5 middle, and 7 lower-level- leaders among administrative staff; and 18 others. About 19 interviewees and 3 FGDS were made. A comprehensive LS and LE questionnaire were adapted, besides in-depth interviews, observation, and document analyses. Each respondent rated his/her immediate supervisor. Descriptive and inferential statistics and ANOVA were employed with corresponding tests of hypotheses. The data proved LS midway between transactional and laissez-faire (MD= 2.5) in the five-point scale. The findings included a moderate score of (M=2.73) for administrative staff middle level leaders and (M=3.37) for top-level academic leaders. Further, LS and LE scores varied favoring ratings made by the academic leadership of the top-level across the hierarchy implying ineptitude. Students' and faculties' and administrative staffs' satisfaction, and LS effectiveness were only found slightly above average. Transactional (TRNAL) rather than transformational LS prevailed in the universities. Findings had several practical implications and because of this MoSHE, the boards and the leadership of the universities and future researchers were advised to take their share
Article History
How to Cite
Abadama, D. S.. (2020). A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian Public Universities. International Journal of Higher Education Management, Volume 07 Issue 01.
Citation Context
APA
Abadama, D. S.. (2020). A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian Public Universities. International Journal of Higher Education Management, Volume 07 Issue 01.
MLA
Abadama, Desalegn Sherkabu. "A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian Public Universities." International Journal of Higher Education Management, Volume 07 Issue 01, 2020.
Chicago
Desalegn Sherkabu Abadama. "A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian Public Universities." International Journal of Higher Education Management Volume 07 Issue 01 (30 Aug 2020).
Harvard
Abadama, D. S. (2020) A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian Public Universities. International Journal of Higher Education Management, Volume 07 Issue 01
References
- Anderson J. C., and Gerbing DW (1988) Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin 103(3): 411–423.
- Armstrong, M. (2006). Strategic Human Resource Management A Guide to Action 10th Edition. London, Kogan Pages.
- Avolio, B. A., Bass, Bernard (1985). Multifactor Leadership Questionnaire: Instrument (Leader and Rater Form) and Scoring Guide (Form 5X-Short), Mind Garden, Inc.
- Avolio, B., Bass, Bernard (1995, 2002, 2004). Multifactor Leadership Questionnaire: Instrument (Leader and Rater Form) and Scoring Guide (Form 5X-Short), Mind Garden, Inc.
- Awang, Z (2012) A Handbook on Structural Equation Modeling Using AMOS. Shah Alam, Malaysia: Universiti Teknologi MARA press.
- Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
- Bass, B., & Avolio, B. (2006). Transformational leadership (2nded.). Mahwah, NJ: Lawrence Erlbaum Associates.
- Bekele Shibru (2011). Effective Transformational Leadership on Subordinate job satisfaction in leather companies in Ethiopia. Intl. J. of Buss. Mgt. 2,5. PP. 284- 296
- Belias, D., and A. Koustelios (2014). "Transformational Leadership and Job Satisfaction in the Banking Sector: A Review." International Review of Management and Marketing 4(3): pp.187-200.
- Bryman, A. (2012). Social Research Methods New York Oxford University Press.
- Burns, J. M. (1978). Leadership. New York, Harper & Row.
- Collis, J., & Hussey, R. (2014) Business research: a practical guide for undergraduate and Postgraduate students (4thed.). Palgrave Macmillan, pp.54.
- Cox, S., J.F., et al. (1997). "How Leadership Relates to 360 Degree Performance Ratings." Group and Organization Management & Organizational History 22(2): 185–209.
- Creswell, J. W. (2009). Research Design Qualitative, quantitative, And mixed methods approach. Los Angeles, SAGE Publications.
- FDRE (2015) An Assessment of Public Service Delivery in FDRE: A research Report in Amharic.Unpublished.
- FDRE (2010). “Growth and Transformation Plan (GTP) 2010/11-2014/15. Addis Ababa. MoFED."
- FDRE (2016). Auditor General of the FDRE. Report for the year 2015/16. Presented May 2016.
- FDRE (2016). Growth and Transformation Plan II (GTP II) (2015/16-2019/20). National Planning Commission. Addis Ababa.
- Fleenor, J. W., Bryant, Carl (2002). "Leadership Effectiveness and Organizational Culture: An Exploratory Paper." A report presented to A Meeting of Industrial and Organizational Psychology.
- Fornell, C., and Larcker, DF (1981) Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research 18(1): 39–50.
- Hair, J.F., Anderson RE, Tatham RL, et al. (1992) Multivariate Data Analysis with Readings. 3rd ed. New York: Macmillan Publishing Company.
- Hurduzeu, R.-E. (2015). "The Impact of Leadership on Organizational Performance." Practical Application of Science 1(7).
- Husselbein, F. (2013). "Leaders of Change Leaders of The Future." Leader to Leader.
- Isaac, Robert. G.; Zebra, Wilfred J; and Pitt, Douglas C. (2001). Leadership and motivation: The effective application of expectancy theory. Journal of Managerial Issues, 13(2).
- Kang, S. K., and S. Jin (2015). "What are the Best Practices to Assess Leadership Effectiveness?".
- Keffyalew G. (2014). Performance ranking of Ethiopia's 31 universities: An old nation as a beginner & in doubt. T. E. O. (TEO).
- Loveren, V., and R. K (2007). The Effects of Decision-Making and Leadership Styles on Relationships and Perceived Effectiveness in the University Development Context.
- Martz, Wesley A. (2013). Evaluating Organizational Performance Rational, Natural, and Open System Models. American Journal of Evaluation 34(3): 385-401.DOI. 10.1177/1098214013479151.
- Minja, D. (2013). "The Signature of Effective Leadership." Public Policy and Administration Research. 3(1).
- Mintizberg, Henry. (2013). Simply Managing. Berret-Koehler Publishers.
- Muluken Lemma (2007). An Assessment of Transformational leadership: A Case Paper on Ethiopian Airlines. Faculty of Business and Economics. Addis Ababa University, Addis Ababa University.
- Ndiritu, A., et al. (2015). "Preaching and Drinking Wine: A Necessity for Transformational Leaders in Effective Schools." International Journal of Education and Research 3(3).
- Netemeyer R. G., Johnston, M.W., and Burton, S. (1990) Analysis of role conflict and role ambiguity in a structural equation framework. Journal of Applied Psychology 75(2): 148–157.
- Northhouse, P. G. (2010). Leadership: Theory and Practice Los Angeles, SAGE Publications Inc.
- Nunnaly, J. (1978) Psychometric Theory. New York: McGraw-Hill.
- Nye, J. S. (2013). "Transformational and transactional presidents." Leadership 10(1): PP. 118-124
- Pallant, J. (2010). SPSS SURVIVAL MANUAL: A step by step guide to data analysis using SPSS. 4th ed.
- Reave, L. (2005). "Spiritual values and practices related to leadership effectiveness." The Leadership Quarterly 16: 655-687
- Rickards, T., and M. Clark (2006). Dilemmas of Leadership.
- Shrestha, A. K. (2012). Leadership Styles, Subordinates' Satisfaction with the Leader and Perceived Effectiveness: A Study in a Nepali Telecommunications Company: Kathmandu University School of Management Occasional Paper Tebeje, M. (ND) Neoliberal_Policy_Agenda & Inequality_HE_Ethiopia
- Tipton, T. E. (2007). "Perceived Leadership Practices of Principals-Coaches and Principals-Non-coaches." Electronic Theses and Dissertations.
- Ramachandran, S., and V. R. Krishnan (2009). "Effect of Transformational Leadership on Followers’ Affective and Normative." Great Lakes Herald 3(1).
- Robson, Collins. (2008) Real-World Research: A Resource for Social Scientists and Practitioner-researchers. 2nd ed. Black Well Publishing. Maldon, USA.
- Sadeghi, Amir, and Pihie, Zaidatol (2012). Transformational Leadership and Its Predictive Effects on Leadership Effectiveness. International Journal of Business and Social Science. 3,7. PP.186
- Saint, W. (2004). "Higher Education in Ethiopia: The Vision and Its Challenges." JHEA/RESA 2(3): 83-113
- Sloven, M. (1960). "Fundamental Statistics in Psychology and Education, New York: Mc Graw-Hill in Guildford, J. P. and Fucher, B. 1973 ".
- Stogdill, R. M. (1974). Handbook of Leadership. New York: Free Press.
- Taylor, C. M., et al. (2014). "Visionary leadership and its relationship to organizational effectiveness." Leadership & Organization Development Journal 35(6).
- Tipton, T. E. (2007). "Perceived Leadership Practices of Principals-Coaches and Principals-Noncoaches." Electronic Theses and Dissertations.
- Voon, -., Ngui, K.S., and Ayob, N.B. (2011). The influence of leadership styles on employees' job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management, and Social Sciences. Vol. 2, No. 1, 2011, pp. 24-32. www.ijbmss-ng.com.
- Voorhees, C.M., Brady, M.K., Calantone, R., Ramirez, E., 2015. Discriminant validity testing in marketing: an analysis, causes for concern, and proposed remedies. Journal of the Academy of Marketing Science 1–16.
- Waas, T., et al. (2012). "Sustainable Higher Education - Understanding and Moving Forward."
- Waits, D. (2015). "Obstacles to Leadership Effectiveness: The five critical mistakes to avoid." Leadership Practices.
- Woldegiorgis, A. A. (2015). "A Glance at Ethiopian Higher Education from Developmental State Perspective." Bahir Dar Journal of Education15(2).
- Yukl, G. A. (2006). Leadership in Organizations. Albany, State University of New York.