Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria. Design/methodology/approach The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes. Findings TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies. Practical implications The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees. Originality/value While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.

This paper investigates the dynamics of student enrolment in the Syrian private higher education sector. The paper adopts a system dynamics approach, to construct suitable simulation models that could be used to examine the complex and dynamic interactions between student flows, staff ratios and investments in plant and facilities. The study involved interviews with key university personnel, focus groups with university staff, a survey of student perceptions and personal observations of key departments at the university selected for the study. Further interviews were held with members of staff of all the other private universities in Syria. The simulation model developed in this study has provided insightful and meaningful exploration of data whose practical applicability is not necessarily restricted to the Syrian university, but broadly encompasses all educational sectors, whether private or public. The model designed in this research is a decision support system, one that is a flexible tool to design measures that might help to improve student enrolments. University management can use the simulation model to create different future scenarios, involving changes in student numbers, staff student ratios or investment in plant and facilities.

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