Leadership styles and HEI performance: relationship and moderating factors

Carvalho, Alba; Leitão, João; Alves, Helena

doi:10.1080/13603124.2022.2068188

Cited by 9 publications

(5 citation statements)

References 70 publications

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“…Overall, seven hypotheses were proposed, with five hypotheses supported by the empirical findings and two hypotheses were not supported. The findings of the first hypothesis ( H1 ) indicate that TFL does not have a direct effect on OP in the HE context, which aligns with previous studies (Ambad et al , 2021; Carvalho et al , 2022). Similarly, the results of the second hypothesis ( H2 ) reveal that TNL also does not have a direct effect on OP in the university setting, consistent with prior research (Feranita et al , 2020; Jia et al , 2018; Al Khajeh, 2018).…”

Section: Data Analysis Results and Discussionsupporting

confidence: 89%

“…In the context of HE, Sarwar et al (2022) found a significant association between TNL and innovation performance. However, other studies have indicated a negative effect on innovation performance (Jia et al, 2018) or no effect on OP (Ambad et al, 2021;Carvalho et al, 2022). Due to the lack of empirical evidence and inconsistent results regarding the relationship between TNL and OP in the university context, it is necessary to propose the following hypothesis: H2.…”

Section: Transactional Leadership and Organizational Performancementioning

confidence: 98%

“…For instance, a study was conducted regarding TFL and innovative performance in a university setting, and the results showed a significant positive relationship between them (Sarwar et al, 2022). Conversely, another study yielded conflicting results, indicating that TFL had a positive impact on the performance of Brazilian HEIs but a negative impact on the performance of Iberian HEIs (Carvalho et al, 2022). In contrast, a different study found no direct effect of TFL on the performance of academic staff in Malaysian public universities (Ambad et al, 2021).…”

Section: Transformational Leadership and Organizational Performancementioning

confidence: 99%

“…In light of concerns about quality and performance, the role of university leaders has become crucial in today’s competitive environment. Leadership plays a vital role in driving goals, performance and competitiveness in organizations (Ambad et al , 2021; Carvalho et al , 2022). Leadership style refers to the way a leader influences, motivates, coaches and directs followers and subordinates to achieve desired results.…”

Section: Introductionmentioning

confidence: 99%

“…Although many leadership styles can be found in the existing literature, two traditional styles, transformational leadership (TFL) and transactional leadership (TNL), are widely recognized for achieving goals at the individual and organizational levels (Rehman and Iqbal, 2020). These styles are preferred mainly due to their influence in addressing prevailing challenges and bringing about positive change and fostering accountability in organizations (Carvalho et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

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The nexus between leadership styles and organizational performance: the mediating role of quality culture

Iqbal

Taib

Razalli

2023

QAE

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Purpose This study aims to investigate the mediating role of quality culture (QC) between transformational leadership (TFL), transactional leadership (TNL) and organizational performance (OP) in higher education institutions. Design/methodology/approach The study collects data through a nationwide survey of administrators representing public and private universities in Pakistan using stratified random sampling techniques, while partial least squares structural equation modeling (PLS-SEM) is used for data analysis. Findings The results show that both TFL and TNL directly influence QC and that QC directly influences OP. Additionally, the study reveals significant indirect effects of TFL and TNL on OP through QC. However, the direct effects of TFL and TNL on OP are not empirically supported. Research limitations/implications This study contributes theoretically to the understanding of OP in universities by examining valuable resources (TFL, TNL) and dynamic capability (QC) as predictors while also introducing QC as a mediator to explain the underlying mechanism between TFL, TNL and OP. However, limitations include a cross-sectional design, a small sample size and reliance on administrators' perceptions as the sole respondents. Practical implications This study provides interesting insights for leaders, policymakers and quality managers to integrate valuable, dynamic resources and foster QC by increasing quality awareness at all departmental levels, thereby improving university performance. Originality/value The novelty of this study is the introduction of QC as a mediator of TFL, TNL and OP in a university setting.

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