THE RELATIONSHIP OF PERCEIVED LEADERSHIP STYLES OF DEPARTMENT HEADS TO JOB SATISFACTION AND JOB PERFORMANCE OF FACULTY MEMBERS
This study aims at examining the relationship among faculty members’ perceptions of their department head’s leadership styles and faculty job satisfaction and job performance. Working within a quantitative research paradigm, the data were collected from 207 faculty members of a sizeable public-sector university of Pakistan, through a questionnaire survey method. The descriptive and inferential analyses were conducted through SPSS version-20. This study determined that the frequent practice of transformational leadership style by the department heads could positively influence faculty job satisfaction and job performance. Where as,the transactional and laissez-fair leadership styles practiced by the department heads could varyingly influence faculty job satisfaction and job performance. Primarily, this study offers empirical evidence pertinent to understand the nexus between perceived leadership styles/approaches of department heads and faculty job satisfaction and job performance in an academic setting. The significance of this research is embedded in examining the transformational leadership theory in the context of the higher education.
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