Leadership Styles and Faculty Performance in Sustainable Higher Education: Examining the Mediating Role of Job Satisfaction
DOI:
https://doi.org/10.29145/jqm.101.01Keywords:
Leadership styles, Transformational Leadership, Transactional Leadership, Job Satisfaction, Faculty Performance, Higher Education InstitutionsAbstract
The aim of the current study is to examine the influence of leadership styles (i.e. transactional, laissez-faire, and transformational) of principals on faculty performance of higher education institutions. Higher education institutions are increasingly seeking for leadership practices that enhance faculty satisfaction, performance and long-term institutional effectiveness. Within the context of sustainable higher education, knowing the effects of leadership styles on faculty performance is of greater interest. Additionally, the study objective was also to test the job satisfaction as a mediator. Through convenient sampling, data were obtained from the teaching staff of private colleges. For the analysis, 369 responses were used. Data were subjected to SPSS for preliminary analysis and AMOS for hypotheses testing. Results revealed that transformational and transactional leadership positively influence both satisfaction and performance of faculty members. Whereas laissezfaire was not significant with job satisfaction found to reducing factor for fcaulty performance. Transformational leadership is highly influential on faculty performance via mediating role of job satisfaction. Results as well revealed that job satisfaction also mediates the transactional leadership style and faculty performance. However, faculty satisfaction did not mediate the link between laissez-faire and faculty performance. Finally, the study purposed to the principals about the performance-oriented style of leadership and suggestions to the researcher for further studies.
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