THE INFLUENCE OF SERVANT LEADERSHIP AND TRANSFORMATIONAL LEADERSHIP ON FACULTY JOB SATISFACTION AND PERFORMANCE IN HIGHER EDUCATION
Date
2018-05
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Abstract
Leaders in higher education are discovering that autocratic leadership is ineffective in
meeting the challenges faced by educational institutions. Through leadership styles of managers, organizations in the 21st century must create a balance between
interdependence and diversity. Leaders must govern by moral principles in behavior, life, and a personal schema. This popular approach to leading with morals and ethics results in increased job satisfaction and improved job performance. Leadership decision making is most often based on the central tenets of the mission and vision of the organization. This survey research study triangulated collected quantitative and qualitative data. A correlational research design was used for the quantitative approach to leadership styles and job satisfaction and a university student survey was used for the qualitative approach. A correlational research design was chosen to examine relationships between the explanatory variables (servant leadership and transformational leadership) and faculty job satisfaction as a response variable. Job performance was measured using quantitative and qualitative data from the University Student Survey. Statistical findings indicated a strong positive correlation between servant leadership and transformational leadership and faculty job satisfaction. Participating faculty members demonstrated strong traits and attributes of servant and transformational leadership, correlated with positive student reviews in measuring faculty job performance.