A quantitative study of the relationship between transformational and transactional leadership styles and strategic change within the State University of New York
by Sloan, Roberta H., Ph.D., CAPELLA UNIVERSITY, 2009, 210 pages; 3359540

Abstract:

Higher education organizations, like business organizations, are engaged in strategic change that is impacted by the organizational leadership. This study examined the relationship between strategic change as it occurs in the higher education organizations within the State University of New York system and the transformational or transactional leadership style displayed by the executive managers (presidents and vice presidents) of each of these organizations. The Multifactor Leadership Questionnaire (Form 5X) was used to assess the display of transformational and transactional leadership. Strategic change was measured by the number of degree and certificate programs proposed relative to the number of academic programs offered by the organization during the time periods from September 2003 to September 2006 and September 2003 to September 2008. The results, gathered through the survey of college presidents, vice presidents, and other organizational members, indicated that the presidents and vice presidents displayed a transformational leadership style. There was limited support for the display of a transactional leadership style as well as for the existence of a relationship between the display of a transformational leadership style or the display of a transactional leadership style and the level of organizational strategic change. It was concluded that the presidents and vice presidents did not display a transactional leadership style and that there was no relationship between the display of a transformational or transactional leadership style and the level of organizational strategic change. Based on these conclusions, it is recommended that the leadership development efforts of the higher education organizations studied focus on the behaviors associated with the transactional leadership style as well as the transformational leadership style. Suggested areas for future study include replicating this study within another set of higher education organizations, varying the organizational groupings studied, refining the criteria used to select study participants, and expanding the measurement of strategic change.

 
AdviserJanice M. Spangenburg
SchoolCAPELLA UNIVERSITY
SourceDAI/A 70-06, Aug 2009
Source TypeDissertation
SubjectsManagement; Educational administration; Higher education
Publication Number3359540
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