Objectives: Recently, due to special conditions that the global community is experiencing (Covid-19), there is growing interest in research in educational leadership, especially in higher education, which will create an environment embedded in a collaborative culture, open to improvements, testing, and often unexpected challenges. Among the different forms of educational leadership, transformational leadership is recognized as the most appropriate for application in higher education, as it focuses on the division of leadership among academics with different skills in order to manage in a collective way the range of leadership duties required in different contexts. Methods/Analysis: This view is also reflected in this research paper, which focused on the degree of three specific forms of leadership (transformational leadership, transactional leadership, and leadership to be avoided) by members of the Senate of the University of Peloponnese. Descriptive and inductive methods of statistical analyses were applied for the interpretation of results. Findings: Notably, the findings indicate that leadership outcome has a strong positive correlation with transformational leadership and negative correlation with passive-to avoid leadership, confirming that higher transformational leadership implies greater efficiency and satisfaction for employees. Novelty/Improvement:A high degree of passive leadership coexists with the corresponding negative degree of implementation of digital leadership. Doi: 10.28991/esj-2021-01252 Full Text: PDF

Objectives: Notably, as a result of the unique circumstances that the global population is facing (Covid-19), there has been an increase in interest in educational leadership science, particularly in academic environment, with the aim of enhancing an ecosystem that is inclusive, open to change, monitoring, and often unforeseen challenges. Of the various types of educational leadership, transformational leadership is recognized as the most suitable for use in academic environment. It focuses on the division of leadership responsibilities among academics with varying skills in order to handle collectively the spectrum of leadership responsibilities needed in a variety of contexts. Methods/Analysis: This perspective is embodied in this study paper, which examined the degree to which members of the Senate of three Universities of Greece, engaged in three distinct types of leadership (transformational leadership, transactional leadership, and leadership to be avoided) via digital leadership. The findings were interpreted using descriptive, diagnostic, predictive and prescriptive data analysis algorithms. Findings: The findings indicate that participants demonstrate a high level of Transformational and Transactional Leadership. They demonstrated a high level of Digital Leadership while avoiding Passive - To Avoid Leadership. The study demonstrates that Digital Leadership has a relatively favorable association with the leadership outcome, which is translated as a high level of performance and satisfaction coexisting with a high level of digital leadership execution. Novelty /Improvement: The research project indicates that a good leader who practices transformational leadership and is prepared with the necessary digital skills would be more effective in carrying out administrative responsibilities in an academic environment. Doi: 10.28991/esj-2021-01286 Full Text: PDF

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negative correlation with passive -to avoid leadership, it was confirmed that the higher degree of transformational leadership implies greater efficiency and satisfaction for workers, and the high degree of transformational leadership co-exists with the great degree of implementation of digital leadership.

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