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Sparklyn Transformational Leadership Behaviours (TLBS) and Management of Federal Universities in South Eastern Nigeria
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Transformational Leadership Behaviours (TLBS) and Management of Federal Universities in South Eastern Nigeria

This page presents an excerpt of the research material, providing a comprehensive overview of the study. It includes the Preliminary Pages, Table of Contents, Abstract, Chapters One to Five, and References, making it accessible and informative for students, researchers, and other readers interested in the topic of this study. Acknowledgement is also included, expressing gratitude to the individuals, institutions, and resources that contributed to the successful completion of the research, with materials and information sourced from the online platform sparklyn.com.ng, which provided valuable academic support.

TABLE OF CONTENTS

PRELIMINARY PAGES

  • Title page
  • Approval page
  • Dedication
  • Acknowledgement
  • Table of Contents
  • Abstract

CHAPTER ONE

INTRODUCTION

  • 1.1 Introduction
  • 1.2 Background of Study
  • 1.3 Statement of the Problem
  • 1.4 Aim and Objective of the Study
  • 1.5 Research Questions
  • 1.6 Research Hypothesis
  • 1.7 Significance of Study
  • 1.8 Scope of Study
  • 1.9 Limitations of the Study
  • 1.10 Operational Definition of Terms

CHAPTER TWO

LITERATURE REVIEW

  • 2.1 Introduction
  • 2.2 Conceptual Review
  • 2.3 Theoretical Framework
  • ⋮
  • 2.4 Empirical Studies
  • 2.5 Research Gaps
  • 2.6 Summary of Literature Review

CHAPTER THREE

RESEARCH METHODOLOGY

  • 3.1 Introduction
  • 3.2 Research Design
  • 3.3 Population of Study
  • 3.4 Sampling and Sampling Technique
  • 3.5 Validation of Research Instrument
  • 3.6 Method of Data Collection
  • 3.7 Method of Data Analysis
  • 3.8 Questionnaire Administration
  • 3.9 Ethical Consideration
  • 3.10 Statistical Analysis

CHAPTER FOUR

DATA ANALYSIS, RESULT AND DISCUSSION

  • 4.1 Introduction
  • 4.2 Presentation and Analysis of Data
  • 4.3 Re-statement of Research Questions
  • 4.4 Test of Hypotheses
  • 4.5 Discussion of Findings

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

  • 5.1 Introduction
  • 5.2 Summary of Findings
  • 5.3 Conclusion
  • 5.4 Recommendation
  • 5.5 Suggestion for Further Study

REFERENCES

APPENDIX A - “QUESTIONNAIRE”

ABSTRACT

Transformational leadership describes the ideal relationship between leaders and followers. It facilitates a redefinition of a people's mission and vision, a renewal of their commitment and the restructuring of their systems for goal accomplishment. The ultimate goal of education management is to enhance the institutional mission by ensuring high quality teaching, training, research and services to the immediate and global communities.

The achievement of these objectives requires good governance that combines social vision with the understanding of global issues coupled with efficient managerial skills to enhance academic leadership, thus academic productivity. The general goal of the study was to assess how the Federal Universities in South Eastern Nigeria had achieved effective management which is a necessity for their attainment of the world class University Status through the adoption of Transformational Leadership Behaviours.

The specific objectives of this study are to:

  1. Examine the relationship between transformational leadership behaviours and effective management of Federal Universities in the South Eastern Nigeria;
  2. Determine the extent to which Nigeria University managers apply transformational leadership roles in their management of the Federal Universities in South East and
  3. Identify the challenges of transformational leadership behaviours in the management of the South Eastern Federal Universities. Primary and secondary sources of data collection were used in this study.

Primary sources comprised personal observation and face to face interview. The secondary sources included books, newspapers, journals and official documents. The population of the study was 21,000 staff members comprising principal officers, lecturers, senior and junior administrative and Technical staff on the one hand,

CHAPTER ONE

Introduction

1.1 Background to the Study

In this era of globalization, technology has been of great relevance, reducing the whole world to a global village. Following this, successful leaders world over tend to draw ideas from one another giving rise to the modern leadership concept known as 'transformational leadership behaviours which in turn has a lot of impact world over on education generally (Onwurah, Chiaha and Ogbuanya,2007). World class status has always been the aspiration of any university that intends to continue to be in the education industry (Rozainun, Noormala, Puzziawati, Rohana, 2009). The world declaration on High Education for the 21st Century (1998) affirmed that the ultimate goal of education management is to enhance the institutional mission by ensuring high quality teaching , training, research and services to the community?.

The achievement of these objectives requires governance that combines social vision with the understanding of global issues coupled with efficient managerial skill. .Bryman, (1992) and Lowe K.B, and Sivasubramaniam, (1996) opined that in more than 100 empirical studies, transformational leadership has been found to be consistently related to organizational effectiveness. Fullan (2001) claimed that the search for effective leadership led to the discovery of transformational leadership behaviours (TLBs).

According to Leithwood (2000), Transformational leadership is that which facilitates a redefinition of a people's mission and vision, a renewal of their commitment and the restructuring of their systems for goal accomplishment. Transformational leadership fosters capacity development and brings higher levels of personal commitment amongst ?followers? to organizational objectives. According to Bass (1990, 21) transformational leadership ?occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir employees to look beyond their own self-interest for the good of the group.? Together, heightened capacity and commitment are held to lead to additional effort and greater productivity (Barbuto, 2005; Leithwood & Jantzi, 2000; Spreitzer, Perttula & Xin, 2005).

According to Bass (1997) the four components of Transformational leadership behaviours are as follows:

Idealized influence is having transformational leaders who behave in ways that result in their role models for their followers (Breaux 2010:1). Genuine trust must be built between leaders and followers.

…

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter focuses on the review of related literature. A literature review presents current knowledge, as well as theoretical and methodological contributions, related to Transformational Leadership Behaviours (TLBS) and Management of Federal Universities in South Eastern Nigeria. It documents the state of the art on the subject under study and provides a comprehensive survey of existing literature. In this research work the literature review includes the conceputal review, theoretical framework, the review of related literature …

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