Behavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality

Abstract

This study aimed at exploring how the perception about leadership styles affected the functionality of the Higher Education Institutions. We used a self-administered questionnaire to a sample of 328 administration and faculty members of several public sector universities. The data collected were analyzed through structural equation modeling in AMOS 26. We found significant results between autocratic and democratic leadership styles as determinants of organizational functionality; such that the perceived autocratic leadership style negatively affected organizational functionality and the perceived democratic leadership style positively affected organizational functionality. The effect of laissez-faire was however statically insignificant. We thus conclude that the perception of a democratic leadership style improves organizational functionality; whereas, the perception of autocratic leadership negatively affects organizational functionality. Practically, the study shows as the employees are given the right to participate in the matters of a higher education institution, the organization becomes more functional.

The Role of Authentic Leadership in Shaping Performance Feedback Reactions: The Mediating Role of Trust in Leader

“…As such, one of the most widely used definitions of authentic leadership is given by Gardner et al (2005) as ‘Authentic leadership is a composition of the positive psychological abilities and the cultural context of an organisation that is translated into the enhanced self-awareness and self-regulated positive behaviour of the leaders and followers.’ The authentic leader has strong organisational capabilities reflected through his confidence, resilience, transparency and optimism. As the most important characteristic, the authentic leadership does not coerce his decision into action, rather develops authentic values, cultural norms and behaviours that develop the sense of responsibility among the followers (Khan et al, 2021; Talib et al, 2019). The most important part of an authentic leaders’ style is the setting of example by the leader himself as the precedent for the others.…”

“…The authentic leader has strong organisational capabilities reflected through his confidence, resilience, transparency and optimism. As the most important characteristic, the authentic leadership does not coerce his decision into action, rather develops authentic values, cultural norms and behaviours that develop the sense of responsibility among the followers (Khan et al, 2021;Talib et al, 2019). The most important part of an authentic leaders' style is the setting of example by the leader himself as the precedent for the others.…”