Comparative Study of Full Range Leadership Model among Faculty Members in Public and Private Sector Higher Education Institutes and Universities
International Journal of Business and Management
Leadership has proved itself to be an interesting topic for researchers. Numerous investigators have studied leadership styles in different cultures, occupations, organizational settings. Nevertheless, it was rarely examined among teaching faculty members of higher education institutes and universities. The early studies focused on the personalities of the leaders or on their behavior. More recent studies are focusing on a full range of leadership styles such as transformational, transactional
... nal, transactional and passive/avoidant leadership styles. The current study seeks to determine the leadership style of regular faculty members employed by public as well as private sector higher education institutes and universities. The data were collected by administering Multifactor Leadership Questionnaire (MLQ) to 265 faculty members in all. The results revealed that the faculty members in both public and private sectors were practicing transformational and passive/avoidant leadership styles to the same extent. On the other hand transactional leadership style was being experienced significantly with higher degree by the faculty members in private sector than those in public sector. Implications have been discussed for policy makers and education administrators specifically to develop their faculty for a challenging future. Guidelines for future research have also been provided.