Title

"New leadership" and university organisational effectiveness : exploring the relationship

Document Type

Journal article

Source Publication

Leadership and Organization Development Journal

Publication Date

1-1-2001

Volume

22

Issue

6

First Page

281

Last Page

290

Keywords

leadership, organizational effectiveness, universities

Abstract

"New leadership" studies often suggest that transformational leadership in particular produces desirable leadership outcomes. However, few studies have demonstrated a direct link between the exercise of a particular type of leadership and organisational effectiveness. Efforts to establish such a link are hampered by the absence of a generally agreed definition of organisational effectiveness. This is particularly true in higher education where attempts to develop models of organisational effectiveness applicable to universities have been sparse despite worldwide calls for universities to demonstrate "value for money" performance. This paper examines the relationship between transformational/ transactional leadership and university organisational effectiveness. In the course of the examination, the paper indicates possible modifications to the original conceptualisation of transformational leadership. The paper also argues for university leadership that is self-reflective and capable of utilising the array of leadership characteristics subsumed under the transformational and transactional leadership notions.

DOI

10.1108/EUM0000000005827

Print ISSN

01437739

E-ISSN

14725347

Publisher Statement

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Pounder, J. S. (2001). "New leadership" and university organisational effectiveness: Exploring the relationship. Leadership & Organization Development Journal, 22(6), 281-290. doi: 10.1108/EUM0000000005827