Transformational leadership and the psychological empowerment of female leaders in Saudi higher education: an empirical study

BinBakr, Maha B.; Alfayez, Asma

doi:10.1080/07294360.2021.1969538

Cited by 19 publications

(22 citation statements)

References 55 publications

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“…Our study furthers the dialogue on academic capitalism in higher education (Slaughter and Leslie, 2001; Marginson, 2013; Taylor and Bicak, 2020; Page, 2020) with the elaborated contextual framework of A3C and the necessity of higher EL and TL behaviours in HEI (Lauer and Wilkesmann, 2017; Nejati and Shafaei, 2018; Hernández López et al , 2020; Bin Bakr and Alfayez, 2021). Specially, educational leaders who exhibit high levels of EL and TL behaviours can make significant contributions not only to the HEI but also to society (Mostovicz et al , 2009).…”

Section: Discussionsupporting

confidence: 52%

“…While the leadership theories have significantly discussed enhancing organizational outcomes (Brown et al , 2005; Blewitt et al , 2018; Xia and Yang, 2020; Bin Bakr and Alfayez, 2021; Khan et al , 2021), very little has been conveyed to decrease the social concerns arising out of A3C on student populations of low SES. Through SIT and SLT, we briefly discussed the pertinent intertwining facets of EL, TL, A3C and SES in HEI.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, this style has been affirmatively linked with a teacher’s professional learning, motivation and psychological empowerment (Bin Bakr and Alfayez, 2021). Additionally, this style has been associated with faculty organizational commitment and organizational citizenship behaviours (Khan et al , 2021).…”

Section: Leadership In Heimentioning

confidence: 99%

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Convergence of educational leadership behaviours and socio-economic status of students amidst academic capitalism, consumerism and commodification

Borde¹,

Arora

Kakoty

2022

SBR

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Purpose The purpose of this paper is to review the literature on academic capitalism, consumerism and commodification (A3C) in higher education. Additionally, this study aims to understand core attributes of educational leadership behaviours with ethical leadership (EL) and transformational leadership (TL) styles can contribute to inclusive and equitable quality education for students belonging to diverse socio-economic status (SES). Design/methodology/approach This paper adopts a literature review methodology initially on themes of A3C, EL, TL and SES, adopting social learning theory and social identity theory. Further, organizational behavioural dynamics related to students and faculty in higher educational institutions are illustrated. Simultaneously, suggestions with practical focus are offered. Findings This paper synthesizes the literature on the convergence of leadership and SES and develops propositions to encourage future inquiry. Further, the study illuminates several attributes of four groups of student populations, namely, “privileged,” “contestant,” “dependent” and “deprived” formed because of this convergence. Research limitations/implications A3C have posed several severe questions for the sustainable development of society. Educational leaders must benefit society, offer equitable opportunities and develop affirmative leadership. Originality/value Leaders with high EL and TL behaviours can considerably contribute to achieve United Nations Sustainable Goals of Quality Education. This paper presents realistic solutions and scrutinizes organizational dynamics because of convergence of leadership and SES. Further, pragmatic leadership development strategies are suggested.

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Section: Discussionsupporting

confidence: 52%

Section: Discussionmentioning

confidence: 99%

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Convergence of educational leadership behaviours and socio-economic status of students amidst academic capitalism, consumerism and commodification

Borde¹,

Arora

Kakoty

2022

SBR

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“…Like a mentor or a coach, a transformational leader listens attentively to his or her subordinates, cares for each employee individually, and pays attention to the achievement and the improvement of subordinates. Furthermore, a transformational leader encourages subordinates to take more responsibility, thereby helping them reach their full potential ( Chebon et al, 2019 ; Bin Bakr and Alfayez, 2021 ). A distinctive characteristic of transformational leaders is that they share a group interest-oriented vision with the people around them ( Fareed and Su, 2022 ).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Managers and other leaders in an organization have a critical influence on organizational incentives. For example, transformational leaders can timely provide employees with the resources they need through the role of leadership, such as playing the role of monitor or coach ( Chebon et al, 2019 ; Bin Bakr and Alfayez, 2021 ). Therefore, employees’ POS has been viewed to be primarily associated with their managers ( Lipponen et al, 2018 ).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Perceived organizational support and organizational citizenship behavior–A study of the moderating effect of volunteer participation motivation, and cross-level effect of transformational leadership and organizational climate

Kao

Cho²,

Kao³

2023

Front. Psychol.

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The purpose of this study is to examine the relationship between perceived organizational support and organizational citizenship behavior, and to explore the moderating effect of volunteer participation motivation on the relationship between the variables, as well as the cross-level effect of transformational leadership and organizational climate. In this study, the front-liners of Taiwan’s National Immigration Agency were the study subjects. A total of 289 employee questionnaires were filled out and returned. It was found that employees’ POS had a positive effect on OCB, while volunteer participation motivation had a moderating effect on the relationships between the variables. Furthermore, transformational leadership and organizational climate were found to have a cross-level effect on enhancing employees’ POS, boosting their motivation to volunteer, and triggering more OCB in employees. The results of this study provide the organization with development measures to encourage its employees to convey more OCB, and improve their service performance. Moreover, based on research evidence that an organization encourages employees to actively participate in voluntary work, and should promote cooperation between the employees and the public by enhancing their sense of public responsibility, improving their services to the public, creating a harmonious work climate for the employees, and offering more opportunities for the public to engage with the employees.

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Transformational leadership for sustainable productivity in higher education institutions of Cameroon

Etomes,

Endeley,

Aluko

et al. 2024

High Educ

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This study investigates the need for transformational leadership in the sustainable development of the productivity in higher education institutions (HEIs) in Cameroon. While institutions always request additional funding, the need for effective allocation and utilization of existing resources is relevant for sustainability. Participants for this study included teachers from state and private HEIs in Cameroon. Correlation and regression models were used to assess the impact of transformational leadership on sustainable productivity grounded in Michael Fullan’s (2011) six secrets of educational change theory. A positive and significant relationship was observed between transformational leadership and the productivity of HEIs. While the practice of transformational leadership was observed more in state-owned HEIs, the impact was more in private than in state HEIs. The mean value for intellectual stimulation for sustainable productivity of higher institutes of learning is higher for the private as compared to that of state institutions showing that intellectual stimulation is more used in private HEIs to improve their productivity than in state-owned HEIs in Cameroon. While the correlational analysis showed that intellectual stimulation has the strongest correlate effect on sustainable productivity, the regression analysis showed that inspirational motivation has more added value to productivity. Based on these findings, we recommend a leadership model for sustaining organizational productivity, where the essence of the effective practice of transformational leadership is collaboration, especially in the change process.

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Transformational leadership and the psychological empowerment of female leaders in Saudi higher education: an empirical study

Cited by 19 publications

References 55 publications

Convergence of educational leadership behaviours and socio-economic status of students amidst academic capitalism, consumerism and commodification

Convergence of educational leadership behaviours and socio-economic status of students amidst academic capitalism, consumerism and commodification

Perceived organizational support and organizational citizenship behavior–A study of the moderating effect of volunteer participation motivation, and cross-level effect of transformational leadership and organizational climate

Transformational leadership for sustainable productivity in higher education institutions of Cameroon

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