Belief and Practices of Women Leaders in Higher Education: A Myth of Transformational Leadership Style
Keywords:
Belief, Practices, Women Leaders, Higher Education, Transformational Leadership StyleAbstract
Transformational leadership produces a valued and constructive transformation in the employees and augments followers' enthusiasm, confidence, and performance using different strategies. Females are considered more transformational as compared to men. The main focus of the present study was to identify transformational leaders and investigate how women in higher education practice transformational leadership. In this study, an explanatory sequential mixed-method research design was selected to establish a relationship between practices, behaviors, and preferences for the explanation of the quantitative findings of the study. Women working in leadership roles in public sector universities of the province of Punjab were the population of the study. Seventy-four women were selected in the study sample, and fifty-five responded to the questionnaire. Bass and Avolio’s (2000) “Multifactor-Leadership-Questionnaire” (MLQ) 6S was used for the collection of quantitative data regarding transformational leadership style. Qualitative data were collected through a semi-structured interview protocol. Findings from the study showed that women leader's mean score was above neutral on a five-point rating scale. Women practiced intellectual stimulation as transformational leaders.
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Copyright (c) 2023 Farah Saleem Qureshi, Ghazala Noureen, Anam Noshaba
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