This study explored the validation of the comparison of transformational and transactional leadership styles in a faith-based university. The study analyzed the relationship of transformational and transactional leadership styles in relation to clan and hierarchy organizational cultures. The purpose of this quantitative study was to empirically view the responses of employees of the faith-based university through a highly validated electronic on-line survey. It is imperative that the relationship of transformational to clan is quantified. The relationship of transactional to hierarchy is compared. The assertion was that there is a homogenous analogy of the combination of transformational and transactional leadership styles in a clan, hierarchy culture. The quantitative research survey showed that there is a significant relationship between transformational and clan organizational culture. The research explicated the statistical significance of transactional leadership and hierarchy organizational culture. The study also illustrated high correlation of trait indicators of transactional leadership styles noted as contingent reward and management by exception active. The two are appropriately interchanged in wording for the transactional leadership style. Finally, the study gave high correlation scores for the combination of transformational and transactional leadership styles in a clan hierarchy organizational culture. The quantitative study illustrated a conceptual framework for hiring future leaders in a faith-based university.
|Advisor||Adviser:Stephen J. Tvorik|
|Subjects||Higher education administration; Educational leadership; Management; Organization theory|
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