1. Analysis of Head of Departments Leadership Styles: Implication for Improving Research University Management Practices
INTRODUCTION
NOVELTY
This is the first research on lecturers’ job satisfaction and administrators’ leadership styles since the establishment of RUs.
Findings regarding current leadership practices, more on transformational but still practicing laissez-faire.
Crucial information about lecturers’ job satisfaction, professors are more satisfied and lecturers (regardless rank) are happy with work itself.
To achieve the vision of MoHE- to be international center of excellence in higher education - administrators’ leadership styles and lecturers’ job satisfaction are pivotal factors.
Methodology
Design: Quantitative correlational
Population: Academic staffs of three Malaysian RUs (UM, UKM, UPM)
Sampling procedure and sample size: Stratified proportional random sampling, 305
Instruments: Multifactor Leadership Questionnaire 5x (MLQ 5X), Wood Faculty Job Satisfaction/Dissatisfaction Scale (WFJSDS)
New Proposed Model for Understanding Lecturers’ Overall Job Satisfaction
r=.90
Contingent reward
Transformational. L
r=.46
Overall job Sat
Lecturers’ Job Satisfaction
Laissez-faire. L
r= -.30
Relationship between Head of Departments’ Leadership Styles and Lecturers’ Job Satisfaction
Variables
Intrinsic Sat
Extrinsic Sat
Overall Sat
Transformational
.365**
.506**
.465**
Transactional
.263**
.297**
Laissez-faire
- .192**
-.356**
-.297**
**correlation is significant at the 0.01 level (2-tailed) n=298
Predictors of Lecturers’ Overall Job Satisfaction
I Vs
Beta R R²
Adj R²
R² change
Transformational .L
.405
.465
.216
.213
Laissez-faire. L
-.21
.507
.257
.251
.041
Usefulness/ Advantages
Providing important information regarding different constructs of intrinsic and extrinsic job satisfaction such as work itself, growth, interpersonal relations (highest mean scores), responsibility and salary (lowest mean scores).
Note: R²=.26, F {2, 294} = , Sig F=.000. Transactional
Leadership was not significant and excluded.
Market Potential
Practicing transformational leadership less and laissez-faire leadership more than ideal norms by heads of departments. These indicate necessity for leadership training.
Contingent reward exhibited characteristics of a multidimensional leadership factor.
The instruments of the study can be utilized for future research to improve university management practices.
Job satisfaction model can be shared with all RUs and non-RU public as well as private universities.
Leadership model can be shared with all RUs and non-RU public as well as private universities.
Project Leader : Zaidatol Akmaliah Lope Pihie
Co-Researcher : Amir Sadeghi
Department/Lab : Science and Technical
Education
Faculty : Educational Studies
Project Leader Expertise :Educational Administration and entrepreneurship education.
Tel :