Full-Range Leadership as a Predictor of Extra Effort in Online Higher Education: The Mediating Effect of Job Satisfaction

Abstract

Online higher education has rapidly expanded in the United States and displays a great opportunity for growth. Coupled with the growth of e-learning is the need for adjunct faculty to satisfy the need for additional online classes. Despite the importance of online adjunct faculty, little research has been performed to determine their work experiences. This quantitative, correlational study investigated the predictive relationship between the perceived use of transformational, transactional, and laissez-faire leadership behaviors on the extra effort of adjunct faculty who facilitate online classes at a for-profit university in the United States. In a further investigation, the researcher investigated the variable of job satisfaction to determine if it mediated the relationship between leadership style and extra effort. The researcher used the Multifactor Leadership Questionnaire and Spector's Job Satisfaction survey to collect data used in inferential analysis. The researcher performed a stepwise multiple regression and a Baron and Kenny mediation analysis to answer the research questions. The results showed perceived transformational leadership behaviors displayed a statistically significant positive predictive relationship with extra effort, and job satisfaction was a partial mediator between the relationship of transformational leadership and extra effort. The results suggest transformational leadership is beneficial to the extra effort put forth by the sample of adjunct faculty who teach online classes.

Perceptions of University Faculty of Saudi Arabia towards Online Classes Conducted During the Covid-19 Pandemic

“…The results are also in agreement with the findings of Barnett (2019), who focused on leadership styles and extra effort of the faculty. In the present study, the faculty took extra effort to learn technology and take online classes.…”

“…The instructors also felt that conducting online classes during the protests may show the university in a bad light. Barnett (2019) conducted a study in a university in the United States to determine the relationship between transformational, transactional, and laissez-faire leadership behaviors and online teaching adjunct faculty's extra effort, as there is an increased demand for online courses from the students. The results showed that these leadership styles had a tremendous positive influence on the extra efforts of the adjunct faculty.…”

Developing Peer Review of Instruction in an Online Master Course Model

“…The limitations on faculty agency inherent in the master course model have led some institutions to further devalue the role, substituting faculty-led courses for lower-paid, lesser recognized, and more easily inter-changeable instructor roles (Barnett, 2019). Such a path would be at odds with the culture of The Pennsylvania State University, but it does suggest the need for faculty development, i.e., for finding ways to support and treat even part-time instructors as valued and recognized members of the community of teaching and learning, even in conditions where they may not be able to meet in person.…”

“…Yet, the need for evaluative measures of instruction and instructor persists, perhaps even more so as trends point to a growing number of adjunct faculty teaching online courses for whom such measures can provide both accountability and professional development. (Barnett, 2019;Taylor, 2017).…”

The Impact of Leadership Style on Teachers’ Organizational Commitment

“…Inspirational motivation is manifested in leaders who (a) articulate reasonable visions that inspire their followers to envision attractive future states, (b) challenge followers with high standards in enhancing performance, (c) communicate optimism about future goals, and (d) provide meaning to followers' works and arouse team spirit (Banks, et al, 2018 2019) identified that intellectual stimulation enabled leaders to improve the work environment and increase organizational creativity. Idealized influence, also known as charisma, provides the highest levels of ethical behavior and trust, where the leader becomes a role model to lead followers by example (Barnett, 2019;Guhr et al, 2019;Northouse, 2018). The idealized influence of transformational leaders is of increased importance to transforming employees' organizational performance.…”