Publication:
The relationship between transformational leadership and organisational performance as perceived by the academic administrators of higher education institutions in Kurdistan

dc.contributor.affiliation#PLACEHOLDER_PARENT_METADATA_VALUE#en_US
dc.contributor.authorHussain, Nojdar M. Bahaaddinen_US
dc.date.accessioned2024-10-08T08:34:15Z
dc.date.available2024-10-08T08:34:15Z
dc.date.issued2016
dc.description.abstractThe aim of this study is to examine the relationship between transformational leadership practices and organizational performance among the academic administrators in three public universities in Kurdistan region of Iraq. The respondents comprise of 216 academic administrators. The study is based on Bass model (2008) employing quantitative method to acquire the data which used Multifactor Leadership Questionnaire (MLQ). There are four components of Transformational Leadership namely Inspirational Motivation, Idealized Influence, Individual Consideration and Intellectual Stimulation. Organizational Performance in the study comprises Learning, Teaching, Internationalization, Social System and Behavior of Leadership. The findings revealed that all the four facets of Transformational leadership practices have satisfactory levels above the mean value of 3.00. The highest variable was the Intellectual Stimulation (m =3.52; SD =.531). Organizational performance have satisfactory values above the average mean of 3.00 and variable with highest value was Behavior of leadership (m =3.69; SD =.502). In addition, the results also show positive weak correlation between perceived Organizational Performance and Inspirational Motivation. A positive and weak correlation is also found between Intellectual stimulation and Organizational Performance. Similarly positive correlation is also found between Individual consideration and Organizational Performance. While there is a moderately weak correlation for the relationship between Idealized influence and Organizational Performance, a as well as the correlation between the components of Transformational Leadership and Organizational Performance, the regression analysis findings, show that the Idealized influence is positively and significantly related with organizational performance. The more the increase of Idealized influence the more the organizational performance will be successful at the institutions of higher learning. This study is significant because it gives a clear picture of the relation of transformational leadership and organizational performance. It is also significant because it highlighted the process taken by the government to improve the organizational performance particularly in the higher institutions of Kurdistan.en_US
dc.description.callnumbert LB 2805 H972R 2016en_US
dc.description.degreelevelMaster
dc.description.identifierThesis : The relationship between transformational leadership and organisational performance as perceived by the academic administrators of higher education institutions in Kurdistan /by Nojdar M. Bahaaddin Hussainen_US
dc.description.identityt11100346733Nojdaren_US
dc.description.kulliyahKulliyyah of Educationen_US
dc.description.notesThesis (MED)--International Islamic University Malaysia, 2016.en_US
dc.description.physicaldescriptionxiv, 107 leaves :ill. ;30cm.en_US
dc.description.programmeMaster of Education (Management and Educational Leadership)en_US
dc.identifier.urihttps://studentrepo.iium.edu.my/handle/123456789/10518
dc.identifier.urlhttps://lib.iium.edu.my/mom/services/mom/document/getFile/2qWIDNjXxLYEPTkH3SBazyxXGzdPMFmu20160926125813857
dc.language.isoenen_US
dc.publisherKuala Lumpur :International Islamic University Malaysia, 2016en_US
dc.rightsCopyright International Islamic University Malaysia
dc.subject.lcshEducational leadershipen_US
dc.subject.lcshCollege administratorsen_US
dc.titleThe relationship between transformational leadership and organisational performance as perceived by the academic administrators of higher education institutions in Kurdistanen_US
dc.typeMaster Thesisen_US
dspace.entity.typePublication

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