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TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP

EXTRAORDINARY LEADERS

ABLE TO INSPIRE FOLLOWERS TO PERFORM BEYOND COMMONLY HELD

EXPECTATION

ALTER ENVIRONMENT

NOT TO REACT BUT TO CREATE CIRCUMSTANCES

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CHARACTERISTICS OF CHARACTERISTICS OF TRANFORMATIONAL TRANFORMATIONAL

LEADERSLEADERS1 CHARISMA – LEADERS ABILITY TO

AROUSE DEVOTION & INVOLVEMENT

2 INSPIRATION – INCREASE FOLLOWERS AWARENESS & UNDERSTANDING OF MUTUALLY DESIRED GOALS TROUGH SYMBOLS

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3. INDIVIDUALIZED CONSIDERATION LET SUBORDINATE DEVELOP

CAPABILITIES TREAT FOLLOWERS ON ONE TO ONE

BASIS RAISE FOLLOWERS NEEDS PERPECTIVES

4. INTELLUCTUAL STIMULATION

4. TAKE RISK

5. CHALLENGE STATUSQUO

6. FOLLOWERS ARE SUPPORTED FOR HIS CREATIVITY AND SELF DIRECTION

44

TRANFORMATIONAL TRANFORMATIONAL LEADERSLEADERS

• CHARISMA- ADA VISI,MISI,MARUAH PEKERJA DIHORMATI DAN ADA RASA KEPERCAYAAN TERHADAP KEMAMPUAN MAREKA

• INSPIRATION- KOMUNIKASI,GUNA SIMBOL BAGI SESUATU USAHA

• INTELECTUAL STIMULATION- CEKAP,RASIONAL DALAM MENYELESAIKAN MASALAH

• INDIVIDUALIZED CONSIDERATION- PERHATIAN PERIBADI MEMBIMBING, MENASIHATI

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IS DEVELOPMENT ORIENTED FOR THE PURPOSE OF CHANGE

FOCUS ON THE INDIVIDUAL SUBORDINATE DEVELOPMENT TO ENHANCE THEIR PERFORMANCE. SO THE LEADER SHOULD FOCUS ON:

• ABILITY TO SHOW CONFIDENCE • VISION / MISION• BEHAVE TO REINFORCE VISION AND MISION • MAINTAIN AND CREATE POSITIVE IMAGE IN THE

MINDS OF FOLLOWERS

66

DIMENSI KEPEMIMPINAN DIMENSI KEPEMIMPINAN TRANFORMATIONALTRANFORMATIONAL

• DEVELOPMENT OF VISION AND GOALS• DEVELOPMENT OF COLLABORATIVE

DECISION MAKING STRUCTURE • SYMBOLIZING GOOD PROFESSION

PRACTICE• PROVIDING INDIVIDUAL SUPPORT • PROVIDING INTELLECTUAL STIMULATION• HOLDING HIGH PERFORMANCE

EXPECTATION

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TRANSACTIONAL TRANSACTIONAL LEADERSHIPLEADERSHIP

CONTINGENT REWARDS - BASED ON EXCHANCE RELATIONSHIP. FOLLOWER’S COMPLIANCE IS EXCHANGED FOR EXPECTED REWARDS

CONCENTRATE ON CLARIFYING, EXPLAINING AND IMPLEMENTING THE STATUS QUO REQUIREMENT,ROLES AND REWARDS OF THE TASK

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CONTINGENT REWARDS (EXCHANGE OF APPROPRIATE REWARDS FOR MEETING OBJECTIVES THAT HAD BEEN AGREED)

TRANSACTIONAL LEADERS PRACTICE MANAGEMENT BY EXCEPTION

DO THE WORK,BILA ADA PROBLEM BARU AMBIL TINDAKAN

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KAITAN TRANFORMATIONAL KAITAN TRANFORMATIONAL LEADERSHIP DGN SEKOLAHLEADERSHIP DGN SEKOLAH

1 VISION- LEADER IDENTIFY NEW OPPORTUNITY FOR HIS SCHOOL. HE SHOULD DEVELOP,INSPIRE AND ARTICULATE OTHERS ALSO - CONSENSUS ON SCHOOL GOALS AND PRIORITIES

2 COLABORATIVE DECISION MAKING. LEADER AIM TO INVOLVE STAFF IN DECISION MAKING AND FACILITATING THE DISTRIBUTION OF LEADERSHIP AMONG STAFF

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3 SYMBOLIZE GOOD PRACTICE- LEADER SET EXAMPLE,LEADER DEMONSTRATE OPENNESS TO CHANGE BASED ON NEW UNDERSTANDING

4 PROVIDE INDIVIDUAL SUPPORT.LEADER RESPECT STAFF,LEADER CONCERN ABOUT FOLLOWERS FEELING AND NEEDS

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5 INTELECTUAL STIMULATION – LEADER CHALLENGE STAFF TO REEXAMINE AND RETHINK TO DO WORK

6 HIGH PERFORMANCE EXPECTATION: LEADER EXPECTS EXCELLENCE, QUALITY AND INCREASE PERFORMANCES

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WHO ARE THE TRANSFOMATIONAL SCHOOL LEADERS?

THEY ARE THOSE PRINCIPAL WHO SET HIGH STANDARDS OF CONDUCT AND BECOME A ROLE MODEL GAINING TRUST,RESPECT AND CONFIDENCE FROM TEACHER

THEY ARTICULATE THE FUTURE DESIRE STATE AND A PLAN TO ACHIEVE IT

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THOSE WHO QUESTION THE STATUS QUO AND CONTINUOUSLY INNOVATE, EVEN AT THE PEAK OF SUCCESS

THOSE WHO ENERGIZE TEACHERS TO DEVELOP AND ACHIEVE THEIR FULL POTENTIAL AND PERFOMANCE

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• TRANSFORMATIONAL LEADERSHIP INVOLVES INFLUENCE BY A LEADER ON SUBORDINATES,BUT THE EFFECT ON THE INFLUENCE IS TO EMPOWER SUBORDINATES TO PATICIPATE IN THE PROCESS OF TRANSFORMING THE ORGANIZATION

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CHARACTERISTICS OF TRANSFORMATIONAL

LEADER

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IDEALIZED ATTRIBUTTES/ IDEALIZED ATTRIBUTTES/ BEHAVIOR (CHARISMA)BEHAVIOR (CHARISMA)

• INSTILL PRIDE IN OTHERS

• GO BEYOND THEIR SELF INTEREST

• ACT IN WAYS THAT BUILD OTHER’S RESPECT

• DISPLAY A SENSE OF POWER AND COMPETECE

• MAKE PERSONAL SACRIFICES

• REASSURE OTHERS THAT OBSTACLES WILL BE OVERCOME

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• TALK ABOUT MOST IMPORTANT OF HAVING A STRONG SENSE OF PURPOSE

• CONSIDER THE MORAL AND ETHICAL CONSEQUENCES OF DECISION

• CHAMPION EXCITING NEW POSSIBILITIES

• TALK ABOUT THE IMPORTANCE OF TRUSTING OTHER

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INSPIRATIONAL INSPIRATIONAL MOTIVATION-INSPRING MOTIVATION-INSPRING

OTHEROTHER • TALK OPTIMISTICALLY ABOUT THE

FUTURE

• TALK ENTHUSIASTICALLY ABOUT WHAT NEED TO BE ACCOMPLISHED

• ARTICULATE A COMPELLING VISION OF THE FUTURE

• PROVIDE AN EXCITING IMAGE

• TAKE A STAND ON CONTROVERSIAL ISSUE

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INTELLECTUAL INTELLECTUAL STIMULATIONS-STIMULATE STIMULATIONS-STIMULATE

OTHERSOTHERS• REEXAMINE CRITICAL ASSUMPTION• GET OTHERS TO LOOK AT PBROLEMS FROM

MANY DIFFERENT ANGLES• SUGGEST NEW WAYS IN LOOKING AT HOW

TO COMPLETE ASSIGNMENTS• ENCOURAGE NON- TRADITIONAL THINKING

TO DEAL WITH TADITIONAL PROBLEMS• ENCOURAGE RETHINKING - THOSE IDEA

WHICH HAVE NEVER BEEN QUESTIONED BEFORE

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INDIVIDUAL INDIVIDUAL CONSIDERATION: CONSIDERATION: COACHING AND COACHING AND DEVELOPEMENTDEVELOPEMENT

• SPEND TIME TEACHING AND COACHING• TREAT OTHERS AS INDIVIDUALS RATHER

THAN JUST MEMBER OF THE GROUP• CONSIDER INDIVIDUALS AS HAVING

DIFFERENT NEEDS, ABILITIES,& ASPIRATION• HELP OTHERS TO DEVELOP THEIR

STRENGTHS• LISTEN ACTIVELY• PROMOTE SELF DEVELOPMENT

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LEADERS ARE CHANGE AGENTS – LEADERS ARE SEEN AS ONE WHO CAN RESPOND TO CHANGE POSITIVELY AND ONE WHO ACTIVELY CREATES CHANGE , THEY ARE TRANSFORMATIONAL LEADERS

FOLLOWERS ARE ELEVATED FROM THEIR EVERYDAY ‘SELVES’ TO THEIR BETTER ‘SELVES’

THESE LEADERS CAN BE ANYBODY IN THE ORGANIZATION – IT INVOLVED PEOPLE INFUENCING PEERS OR SUPERIORS AS WELL SUBORDINATES. COACH THEM TO DEVELOP THEIR FULL CAPABILITIES.

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TRANSFORMATIONAL LEADERS AND

EFFECTIVNESS

1. TRANSFORMATIONAL LEADERSIP HAS BEEN SHOWN TO HAVE A DIRECT POSITIVE RELATIONSHIP WITH PERFORMANCE

2. TRANFORMATIONAL LEADERSHIP MAY RESULT IN HIGHER LEVEL OF SATISFACTION AND EFFECTIVENESS AMONG THE FOLLOWERS

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3. U.S MARINE OFFICERS WERE MORE PRODUCTIVE WITH THIS TRANSFORMATIONAL LEADERSHIP

4. FINANCIAL PERFRMANCES OF 27 BUSINESS FIRMS WAS HIGHER WHEN THE 27 PRESIDENTS WERE EVALUATED AS TRANSFORMATIONAL

5. THERE WAS A SIGNIFICANT RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND TEACHER’S ATTITUDES TOWARDS SCHOOLS IMPROVEMENT

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6. TRANSFORMATIONAL LEADERSHIP IS THE MOST APPROPIATE STYLE OF ACHIEVING TEACHER’S PERFORMANCES BEYOND THEIR USUAL LIMITS, AND IN DEVELOPING TEACHER’S POTENTIAL.

7. EMPLOYEE OF A MANUACTURING FIRM HAVE GREATER SATISFACTION WITH TRANSFORMATIONAL LEADERSHIP AND VIEWED THE APPROACH AS MORE EFFECTIVE

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8. TRANSFORMATIONAL LEADER BEHAVIOUR HAS INFLUENCE ON SUBORDINATES’TRUST AND SATISAFCTION. THE CORE CHARACTERISTIC OF TRANSFORMATIONAL BEHAVIOUR – ‘INDIVIDUAL CONSIDEATION’AND ‘INTELECTUAL STIMULATION’ARE THE KEY DETERMINANTS OF TRUST AND SATISFACTION

9. LEADERS WHO EXHIBITS IDEALIZED ATTRIBUTES ALSO REPESENT THE HIGHEST LEVEL OF TRANSFORMATIONAL

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LEADERSHIP – BECAUSE THEIR ASSOCIATES HAVE TRUST IN SUCH LEADERS, THEY EMULATE THE LEADERS’S BEHAVIOUR,THEY ASSUME THE VALUES THE LEADER PORTRAY, AND THEY ARE COMMITTED TO ACHIEVING THE LEADER’S VISION, EVEN IF SACRIFICES AE NECESSARY.

(MEMERLUKAN CONTOH DAPATKAN KAJIAN SEKITAR THN 1990-an)

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RUMUSAN

BURNS (1978) DAN BASS (1985) PREFERED TO STUDY‘EXTRA ORDINARY LEADERS’

THE LEADERS FOCUS ON THE INDIVIDUALS DEVELOPMENT OF SUBORDINATES, EXNCHANGE THEIR PERFORMANCES WHICH INTURN LEADS TO ORGANIZATION ‘GROWTH’

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WHAT ARE THE RESULT OF WHAT ARE THE RESULT OF THISTHIS KIND OF LEADERSHIP? KIND OF LEADERSHIP?

Evidence of the effect transformational leadership, according to Leithwood, is “uniformly positive.” He cites two findings from his own studies: (1) transformational leadership practices have a sizable influence on teacher collaboration, and (2) significant relationships exist between aspect of transformational leadership and teachers’ own reports of changes in both attitudes toward school improvement and altered instructionl behavior.

Segiovanni suggest that student achievement can be “remarkably improved”by such leadership.

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EXAMPLES OF STRATGIES TO PRACTICE TRANFORMATIONL LEADERSHIP

• Visit each classroom everyday; assist in classroom ,encourage teachers to visit one another’s classes.

• Help teachers work smarter by seeking different interpretations and checking out assumptions; place individual problems in the larger perspective of the whole school; avoid commitment to preconceived solutions; clarify and summarize key points during meeting; and keep the group on task but do not impose own perspective.

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• Use action research teams or school improvement teams as a way of sharing power. Give everyone responsibilities and involve staff in governance functions. For those not participating, ask them to be in charge f a committee.

• Find the good things that are happening and publicly recognize the work of staff and students who have contributed to school improvement. Write private notes to teachers expressing appreciation for special efforts.

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• Survey the staff often about their wants and needs. Be receptive to teachers’ attitudes and philosophies. Use active listening and show people you truly care about them.

• Let teachers experiment with new ideas. Share and discuss research with them. Propose questions for people to think about.

• Bring workshops to your school where it’s comfortable for staff to participate. Get teachers to share their talents with one another. Give a workshop yourself and share information with staff on conference that you attend.

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• When hiring new staff, let them know you want them actively involved in school decision – making; hire teachers with a commitment to collaboration.

• Have high expectations for the teachers and students, but don’t expect 100 percent if you aren’t also willing to give the same. Tell teachers you wan them to be the best teachers they possibly can be.

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• Use bureaucratic mechanism to support teachers, such as finding money for a project or providing time for collaborative planning during the workday. Protect teachers from the problems of limited time, excessive paperwork, and demands from other agencies.

• Let teachers know they are responsible for all students, not just their own classes.

Analysis of Head of Departments Analysis of Head of Departments Leadership Styles: Implication for Improving Leadership Styles: Implication for Improving Research University Management PracticesResearch University Management Practices

Zaidatol Akmaliah Lope Pihie*Zaidatol Akmaliah Lope Pihie* Amir Sadeghi Amir Sadeghi

Habibah EliasHabibah Elias

IntroductionIntroduction

• The vision of Malaysia’s government for the country is to be a fully developed nation by 2020 (National Higher Education Action Plan, 2007).

• The vision of government for higher education sector is to transform Malaysia to an international center of higher education excellence until 2020 and beyond.

• In order to facilitate the transformation of the higher education sector, Ministry of Higher Education (MoHE) has chosen four public universities as Research Universities (RUs) at 2006.

Leadership and lecturers’ Job Satisfaction Leadership and lecturers’ Job Satisfaction as crucial factors of organizational as crucial factors of organizational

effectiveness effectiveness • Based on National Higher Education Action Plan

(2007) leaders and lecturers are two important factors for achieving goals of higher education transformation.

• Job satisfaction positively affects employees’ performance, commitment and reduces their absenteeism and turnover. This in turn leads to organizational effectiveness and goal achievement.

• Leadership style as a key factor affects subordinates job satisfaction which in turn is essential for success of each organization.

Transformational Leadership: As a Transformational Leadership: As a new Paradigm new Paradigm

• Transformational leadership refers to the process of building commitment to the organization’s objectives and empowering followers to accomplish these objectives.

• In this leadership style, leaders use their personal values, vision, commitment to a mission, and passion to energize and move others towards accomplishment of organizational goals.

• Applying transformational leadership gives a set of capabilities to leaders to recognize the need for change, to create a vision to guide that change, and to carry out the change effectively.

• This leadership style is significant to the continued success of organizations because it enhances team cohesion, organizational commitment, and higher levels of job satisfaction which result in leadership and organizational effectiveness.

Transactional LeadershipTransactional Leadership

• Transactional leadership emphasizes the transaction or exchange that takes place among leaders, colleagues, and followers.

• This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfill those requirements.

• This type of leadership focuses on maintaining the status quo and motivating people through contractual agreement.

• This form of leadership is basically the same as management in which it involves usual and organized activities

Laissez-faire LeadershipLaissez-faire Leadership

• Laissez-faire leadership is the avoidance or absence of leadership.

• This type of leader gives up responsibility, and do not use their authority.

• A laissez-faire leader exhibits passive indifference about the task and subordinates by ignoring problems as well as subordinates’ needs.

• Laissez-faire is generally considered the most passive and ineffective form of leadership

MethodsMethods

• A quantitative correlational study.• Participants: academic staff of three

Malaysian RUs • Sampling procedure: stratified proportional

random sampling• Simple size: 305• Instruments: MLQ 5x and WFJSDS• α Values of pilot study: MLQ .93 and

WFJSDS .97

FindingsFindings

Variables Mean SD Interpretation MLQ Norms

Transformational 2.52 .72 Fairly often 2.85

Idealized Influence (attribute) 2.55 .82 Fairly often 2.94

Idealized Influence (behavior) 2.61 .80 Fairly often 2.77

Inspirational Motivation 2.73 .84 Fairly often 2.92

Intellectual Stimulation 2.37 .76 Sometimes 2.78

Individualized Consideration 2.33 .79 Sometimes 2.85

Transactional 2.02 .53 Sometimes 1.86

Contingent Reward 2.54 .82 Fairly often 2.87

Management-by-Exception (active)

2.20 .83 Sometimes 1.67

Management-by-Exception (passive)

1.33 .80 Once in a while

1.03

Laissez Faire 1.14 .90 Once in a while

.65

Table 1: Distribution of Transformational, Transactional and Laissez Faire leadership styles

Interpretation Score: Not at all=0-.8; Once in a while=.81-1.6; Sometimes=1.61-2.4; Fairly often=2.41-3.2; Frequently if not always=3.21-4

FindingsFindings Variable Mean SD Interpretation

Intrinsic Satisfaction 3.65 .43 Moderate

Achievement 3.60 .48 Moderate

Growth 3.73 .55 High

Recognition 3.52 .65 Moderate

Responsibility 3.49 .57 Moderate

The Work Itself 3.91 .50 High

Extrinsic Satisfaction 3.47 .52 Moderate

Interpersonal Relations 3.82 .54 High

Policy and Administration

3.32 .62 Moderate

Salary 3.12 .83 Moderate

Supervision 3.52 .68 Moderate

Working Conditions 3.58 .63 Moderate

Overall Satisfaction 3.56 .45 Moderate

Table 2: Distribution of Intrinsic, Extrinsic, and Overall Job Satisfaction

Interpretation Score: (1- 2.33) Low Satisfaction, (2.34 - 3.67) Moderate Satisfaction, (3.68 - 5) High Satisfaction

FindingsFindings

Variables Intrinsic Satisfaction

Extrinsic Satisfaction

Overall Satisfaction

Transformational .365** .506** .465**

Transactional .263** .297** .297**

Laissez-faire -.192** -.356** -.297**

Table 3: The Descriptive Statistics, Zero-order Correlation of Head of Departments’ Transformational, Transactional and Laissez-faire Leadership styles and Lecturers’ Intrinsic, Extrinsic, and Overall Job Satisfaction

**correlation is significant at the 0.01 level (2-tailed), n=298

FindingsFindings

Independent Variables Beta R R² Adjusted R²

R² change

Transformational Leadership .405 .465 .216 .213 .216

Laissez-faire Leadership -.21 .505 .257 .251 .041

Table 4: Stepwise Multiple Regression Analysis of Overall Job

Satisfaction on Predictive Variables

Note: R²=.26, F {2, 294} = 50.726, Sig F=.000. Transactional Leadership was not significant and excluded.

Discussion Discussion

• The lecturers perceived their heads of departments fairly often exhibit transformational and sometimes display transactional leadership behavior. They perceived the heads of departments once in a while exhibit laissez-faire leadership.

• Based on the findings for intrinsic satisfaction, the work itself received the highest mean score, followed by growth, achievement, recognition, while responsibility had the lowest mean score.

• In terms of extrinsic satisfaction, interpersonal relations received the highest mean score at a high level of satisfaction, followed by working condition, supervision, policy and administration, while salary received the lowest mean score.

DiscussionDiscussion

• In terms of the relationship between transformational leadership and respondents’ intrinsic, extrinsic and overall job satisfaction, the findings demonstrated positive and moderate correlations between this type of leadership and intrinsic, extrinsic, and overall satisfaction.

• Findings revealed a positive and weak relationship between the heads of departments’ transactional leadership and lecturers’ intrinsic, extrinsic, and overall satisfaction.

• In connection with laissez-faire leadership and respondents’ intrinsic, extrinsic and overall satisfaction, the findings disclosed that there are negative and weak correlations between laissez-faire leadership and respondents’ intrinsic as well as overall satisfaction. Also there was a negative and moderate relationship between laissez-faire leadership and the lecturers’ extrinsic satisfaction.

DiscussionDiscussion

• The results of stepwise multiple regression analysis demonstrated among the three different types of leadership, transformational and laissez-faire leadership styles were the significant predictors of overall job satisfaction.

• They explained 26% of the variance in overall satisfaction.

• Transformational leadership was the prominent predictor of overall job satisfaction (beta= .40), followed by laissez-faire (beta= -.21).

ConclusionConclusion• The findings revealed that RUs heads of departments exhibited

a combination of transformational, transactional, and laissez-faire leadership styles.

• Research Universities, as forefronts of transforming Malaysia’s higher education into centers of excellence, require administrators who should pay more attention to lecturers’ creativity and innovation to solve the institutional problems with a new point of view.

• They should consider lecturers’ need as an important issue and try their best to delegate appropriate responsibility to them, coach lecturers as persons who can be capable individuals that can help RUs to confront with complicated situations.

• Since the RUs were selected to be the forefront of Malaysian higher education institutions in obtaining characteristics of world-class universities, moderate levels of job satisfaction are not sufficient for achieving their goals. Therefore, different aspects of lecturers’ job satisfaction should be more considered by RUs policy makers and administrators.

Thank you for your attention