Transformational leadership at a higher education institution

• Main Author: Van Niekerk, Magdalena Maria
• Other Authors: Joubert, Johan Pierre Retief
• Format: Others
• Language: en
• Published: 2009
• Subjects: Human resource management; Authentic leadership; Pseudotransformational leadership; Multifactor Leadership Quesionnaire (MLQ 5X); Constructs of transformational leadership; Academic work; Transformation in higher education realm; Transformational change; Higher education institution; Transactional leadership; Transformational leadership; 658.4092; Leadership; Educational leadership; College personnel management; Organizational change
• Online Access: http://hdl.handle.net/10500/1601

This study investigates transformational leadership at a higher education institution. The systems paradigm serves as the point of departure, while the construct `leadership', which forms the driving force of change in the organisation, and the concept `transformational leadership', are integrated to yield a mechanism for the optimal positioning of the organisation in the ambit of transformation. The results indicate that the leadership style at the higher institution in question is transformational in nature. From the literature review it became evident that although it is possible for transformational leaders to fail in the transformational strategy, the transformational leader may exhibit the most `ideal' leadership style for the higher education institution engaged in a turnaround strategy. Based on the results of the study, additional proposals are made regarding further study in the area of transformational leadership as well as possible decisions regarding human resource management for the higher education institution in question. === Industrial and Organisational Psychology === M.A. (Industrial and Organisational Psychology)