Leadership styles at Syrian higher education - What matters for organizational learning at public and private universities?

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Author
Khalifa, Bayan
Ayoubi, Rami M.
Date
2015Acceptance date
2014-10-06
Type
Article
Publisher
Emerald
Metadata
Show full item recordAbstract
Purpose – The purpose of this paper is to explore the two major types of leadership, i.e transactional and transformational, and organizational learning at public and private universities in Syria. It further aims at exploring the role of transactional and transformational leadership in enhancing organizational learning at Syrian universities.
Design/methodology/approach – A quantitative research paradigm was employed. Using a questionnaire survey method, the data were collected from employees at two major public and private Syrian universities. In total, 216 questionnaires were analyzed using SPSS.
Findings – The findings revealed that there is a significant impact of contingent reward, as a transactional leadership dimension on organizational learning, and a significant impact of inspirational motivation as a transformational leadership dimension on organizational learning. The study also found no significant differences in leadership styles and organizational learning between both universities.
Practical implications – This study will help university leaders in Syria in adopting leadership styles that are suitable to reinforce organizational learning in their institutions.
Originality/value – The study advances western research that is linking leadership styles and organizational learning by focussing on the Arab world context, particularly the Syrian context.
Journal/conference proceeding
International Journal of Educational Management;
Citation
Khalifa, B. and Rami A.M. (2015) 'Leadership styles at Syrian higher education: What matters for organizational learning at public and private universities?', International Journal of Educational Management, 29(4), pp.477-491
Description
This article was published in 2015 (online), available at https://doi.org/10.1108/IJEM-03-2014-0036
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