1,443 research outputs found

    The Relationship Between Department Chairs’ Leadership Style and Faculty Members’ Job Satisfaction in the College of Education at King Saud University in Saudi Arabia

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    This quantitative, correlation study explored the leadership styles of the department chairs in the College of Education at King Saud University in Riyadh, Saudi Arabia, as perceived by the full-time faculty members. This exploration was used to examine the relationship between leadership styles and faculty’s overall job satisfaction, and to determine to what extent these leadership styles predicted the faculty’s overall job satisfaction. The theoretical framework for this study was the Full Range Leadership theory, which consists of three leadership styles and considered the independent variables for the study: transformational, transactional, and passive/avoidant leadership. The dependent variable for the study was the overall satisfaction level of the faculty members. Data for the research were collected from an online survey through SurveyMonkey using the Multifactor Leadership 5x Questionnaire and the Minnesota Satisfaction Questionnaire. The sample consisted of 152 faculty members from the College of Education at King Saud University, which is considered to be one of the largest public universities in Saudi Arabia. The methods used to analyze the data and answer the research questions included descriptive statistics, Pearson’s correlation test, and multiple regression analyses. The findings of this study revealed that the transformational leadership style was the most often exercised style by the department chairs, followed closely by the transactional leadership style, while the passive/avoidant leadership style was perceived to be used the least. The correlation results showed that a statistically strong positive relationship existed between the transformational and transactional leadership styles of the department chairs and the faculty members’ overall job satisfaction, while a statistically weak negative relationship existed between the passive/avoidant leadership style and the faculty members’ overall job satisfaction. The regression model was statistically significant, and the three independent variables explained approximately 47.8% of the variance in the faculty members’ overall job satisfaction. The transformational leadership style was the only statistically significant predictor of the faculty members’ overall job satisfaction. Finally, implications for theory and practice are offered and suggestions for future research are provided

    The association of leadership styles and empowerment with nurses' organizational commitment in an acute health care setting: A cross-sectional study

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    Background: The current challenges facing healthcare systems, in relation to the shortage of health professionals, necessitates mangers and leaders to learn from different leadership styles and staff empowerment strategies, so as to create a work environment that encourages nursing staff commitment to patients and their organization. This study intends to measure the effects of nurses' overall perception of the leadership style of their managers, and psychological empowerment on their organizational commitment in acute care units, in National Guard Health Affairs, Riyadh City, Saudi Arabia. Methods: This was a cross-sectional survey, where the data was obtained from nurses at King Abdulaziz Medical City. Hard copy questionnaires were distributed to 350 randomly selected nurses. Three hundred and thirty two (332) were completed, representing a response rate of 95 %. Three validated survey instruments were used to obtain the data: (1) The Multifactor Leadership Questionnaire (MLQ), formulated by Bass and Avolio (1997), (2) The Psychological Empowerment Scale developed by Spreitzer (1995) and (3) The Three-Component Model of Employee Commitment developed by Meyer and Allen (1997). A theoretical model that conceptually links leadership, empowerment, and organizational commitment was used. The SPSS program version 19 was employed to perform descriptive and inferential statistics including correlation and stepwise multiple regression analysis. Results: Overall most nurses perceived their immediate nursing managers as not displaying the ideal level of transformational leadership (TFL) behaviors. Nurses' commitment appeared to be negatively correlated with TFL style and perceived psychological empowerment. However, commitment was positively correlated with the Transactional Leadership (TAL) style. Analysis, also, showed that commitment is significantly associated with the nurse's nationality by region: North American (P = 0.001) and Arab (p = 0.027). The other important predictors of commitment include TAL (P = 0.027), Laissez-faire Leadership (LFL (P = 0.012), and autonomy (P = 0.016). The linear combination of these predictors explained 20 % of the variability of the nurses' commitment. Conclusion: The study findings suggest that leadership styles and employee empowerment could play an instrumental role in promoting organizational commitment of nurses working in acute health care settings, at least in the Saudi Arabian context

    Perception of Leadership Issues Involved in the Implementation of Total Quality Management by Leaders of Business and Academe in Saudi Arabia

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    The importance of implementing quality management in education and industry is of growing importance in today\u27s world. There is a growing concern in Saudi Arabia with quality and only a few institutions have begun to implement TQM. This study examined two of the major institutions in Saudi Arabia, Saudi Basic Industries Corporation (SABIC), and King Saud University (KSU), where TQM principles had been implemented. The study sought to determine the perceptions of upper and middle managers of the two institutions concerning the implementation of TQM and the factors related to those perceptions.;Little has been done in Saudi Arabia to compare TQM implementation strategies between a leading industrial firm (SABIC) and a leading educational institution (KSU). This research was an exploratory study designed to examine the role of the TQM facilitator in diverse settings. Specifically, the study was an in-depth, two-case research study of TQM implementation in an international manufacturing firm and a regional institution of higher education.;Data were gathered by means of questionnaires and interviews. A questionnaire for faculty and staff and a set of structured questions were used to interview TQM leaders in King Saud University. The questionnaire was randomly given to 150 staff members from three different colleges, 50 each from Pharmacy, Engineering, and Education. Interviews with deans of the three colleges were done. In SABIC, questionnaires were given to 150 staff and unit workers of the three units of the company as well as interviews with the Chief Managers of three units.;For SABIC, it was found that the stimulus for change was due to competition from other companies and the desire to improve the retention rate of employees. For KSU, competition from the other universities for student enrollment and a declining economic situation were the main factors. External pressures were common factors for both of them, but the contexts were different. A major challenge for both organizations was to convince people, both internally and externally, that a change in the work culture was necessary if the major issues were to be addressed and the survival of the organizations ensured.;Leadership commitment was an essential component of TQM implementation that emerged from the interviews of TQM leaders. It required the involvement and support of the Chancellor, President, Managers, members of the faculty, and staff. However, the major challenge was to make the staff aware of TQM and obtain their commitment to TQM training and meetings. It was found that one of the challenges to implementation was to target areas where TQM would lead to improvement in the organization\u27s work climate, productivity, and employee satisfaction.;Keywords: Total Quality Management, Saudi Arabia, Leadership

    The Relationship Between Leadership Style and Faculty Members’ Job Satisfaction at King Abdul Aziz University in Jeddah, Saudi Arabia

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    Research Focus. My research focused on examining the relationship between leadership style and faculty members’ job satisfaction at King Abdul Aziz University in Jeddah, Saudi Arabia. The main objective of this research was to analyze the connection in the styles of leadership and job satisfaction in the higher education sector in Saudi Arabia. My study aimed to provide insights necessary to help Saudi Arabian higher education institutions increase employee satisfaction. I was guided in this research by the following research questions: (1) What is the prevailing leadership style of the heads of departments as perceived by their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia? (2) Is there a relationship between the leadership styles of the heads of departments, as perceived by their faculty members, and the overall job satisfaction of faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia? (3) To what extent does the leadership style of the heads of departments, as perceived by their faculty members, predict faculty members\u27 overall job satisfaction after controlling the effect of other demographic variables at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia? I tested these hypotheses: H20: There is no statistically significant relationship between the perceived leadership style of the heads of departments and the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia, H2a: There is a statistically significant relationship between the perceived leadership style of the heads of departments and the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia, H30: The perceived leadership style of the heads of departments does not predict the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia, H3a: The perceived leadership style of the heads of departments predicts the overall job satisfaction of their faculty members at the College of Economics and Administration, King Abdul Aziz University, Jeddah, Saudi Arabia. I identified various leadership theories in my research. Effective leadership is influenced by factors such as the nature of the organization, its goals, and the people who follow the leader. The aim of my study was to provide insights into applicable leadership theories to help Saudi Arabian higher education institutions increase employee satisfaction. I used a quantitative, non-experimental correlation methodology in this study that aimed to examine whether the leadership styles of the chairs of the department heads (independent variables) correspond with faculty job satisfaction (dependent variable). I conducted the study at the University of King Abdul Aziz in Jeddah, Saudi Arabia, among the faculty of the College of Economics and Administration, targeting all faculty members in the college from all departments in the college. The data for the study were collected through two closed-ended, cross-sectional surveys using SurveyMonkey. Research Methods. I used a correlational research design because it was the best choice for achieving the study’s objectives of assessing the relationship between department heads’ styles of leadership and job satisfaction among faculty at a university. The study’s independent variables were Transformational Leadership (TF), Transactional Leadership (TA), and Passive/Avoidant Leadership (P/A), and the dependent variable was faculty job satisfaction. Regression analysis was also used to determine whether the independent variables could predict the dependent variable. A post-positivism frame served as the foundation for this work. I used a quantitative technique to collect data because it was more effective than a qualitative approach in addressing the research questions. Additionally, statistical analysis could lead to a more general conclusion. The population of the study included all faculty members in the College of Economics and Administration at King Abdul Aziz University in Jeddah, Saudi Arabia, available during the academic year of 2022-2023. I contacted all population members through the university research center. However, only faculty members that were available and accessible during a 2-month window were included in the study. The study population included only faculty members who had worked for at least 1 academic year to ensure that they had spent enough time to form an opinion about the department head leadership style. The study used the demographic survey, the MLQ, and the MSQ as the three tools to administer an online survey using SurveyMonkey. Combining data collection methods increased the variety of information offered for generalizability and useful recommendations. The study conducted a G*power study to determine the required number of participants for correlation tests and the analysis of multiple regression. An average of 84 participants were required to meet the G-minimum power’s sample size requirement. Research Results/Findings. The analyzed results showed that Transformational was the most often used leadership style (M = 1.914, SD =.390), followed by Transactional (M = 1.87, SD =.44), and that Passive/Avoidant conduct was rarely utilized (M = 1.84, SD = .40). According to the study\u27s findings, department heads at King Abdul Aziz University in Jeddah generally employ the Transactional and Transformational leadership styles. The Faculty of Economics and Administration\u27s department heads did not regularly employ the Passive/Avoidant leadership style. The study indicated that overall job satisfaction among faculty members was just more favorable to satisfaction than to dissatisfaction. Conclusions from Research. According to the study’s findings, department heads’ leadership practices have a big influence on how satisfied faculty members are at work. The results indicate that the most common leadership Transformational and Transactional styles are used. The application of these leadership styles is consistent with earlier research that has shown the superior efficacy of Transformational and Transactional leadership styles in the higher education sector. Passive/Avoidant leadership style was not widely adopted, which may have an impact on faculty members’ job satisfaction. According to research, leadership style can increase employee happiness by setting clear objectives and goals. The lack of a Passive/Avoidant leadership style may be a result of institutional and cultural tendencies to value teamwork and collectivism over individual success. According to the study\u27s findings, faculty members are generally content with their jobs, which is in line with findings from earlier studies in the higher education field. There is still potential for growth, and the study’s findings show that department heads should concentrate on leadership styles that support worker satisfaction and wellbeing

    Challenges for women academic leaders to obtain senior leadership positions in higher education in Saudi Arabia

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    The purpose of this research was identify the most common challenges for Saudi women leaders to obtain senior leadership positions in higher education, as well as to determine the nature of these challenges in terms of cultural nature of Saudi society, personal challenges emanating from the women themselves, and organizational challenges. A quantitative approach was used to provide a comprehensive analysis of the research problem and gather the data in this study. An online survey instrument used to capture 78 responses from faculty members who are working in the three universities in Riyadh region of Saudi Arabia. The universities are Princess Nora bint Abdulrahman University, King Saud University, and Imam Muhammad Ibn Saud Islamic University. The findings of this study indicated that cultural and organizational challenges identified as the most important challenges facing academic women leaders. Then, challenges related to lack of empowerment identified as the second challenges, while personal challenges ranked last challenges. The study also discusses additional findings. Moreover, this study provides some recommendations for practices and further research to empower Saudi women to participate in decision-making positions in higher education

    The Perception of Female Leadership: Impact of Gender and Leader\u27s Qualification on Leader\u27s Effectiveness

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    This study examined how gender and years of working with a female leader influence the gendered perception of female leadership effectiveness in Saudi Arabian higher education institutions. This study compared male and female leaders’ perception of female leadership effectiveness as well as highlighted the relationship between leader’s gender, experience working with a female leader and perceived female leadership effectiveness. To answer the research questions, four hypothesized models were proposed (simple direct model, mediation model, moderation model, and mediation moderation model). Data was collected from administrated leaders, who hold a position in five public universes located in Riyadh, Saudi Arabia with approximately 554 male and female leaders. T. test and path analysis were conducted to test the hypothesized models. The results of path analysis indicated that the mediation model was the best fit model of the four hypothesized models. One significant path was identified between gender and perceived female leadership effectiveness in mediation moderation model, the worst model of the four hypothesized models. Also, a discussion of the key findings, the study limitations, and the suggested future areas of research were discussed

    Moderating effect of role ambiguity on the relationship of job satisfaction, training and leadership with employees' performance

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    Employee performance is always considered as one of the important factors of employee management that determines the success of an organization. The higher education sector of any country is considered as an important sector which needs to concentrate on achieving its goals successfully. Thus, this research aimed to investigate effect of job satisfaction, leadership and training on employees’ performance by taking role ambiguity as a moderating variable in the higher education sector of the Kingdom of Saudi Arabia (KSA). The model of the study was developed based on relevant theoretical background. To examine the hypothesized model, the quantitative research design was employed. The population of this study consisting of 39154 employees was divided into five groups based on the geographic regions (East, West, Middle, North, and South). This study used the systematic sampling. 600 questionnaires were distributed among the employees working in the higher education system of KSA. 366 questionnaires were returned and were usable for analysis. To test the proposed hypotheses, the Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed. The results found that job satisfaction, leadership and training have significant positive impacts on employee performance. More importantly, the results revealed that training is the most important variable which is a significant predictor of employees’ performance. The study also showed that role ambiguity significantly moderates the relationship of job satisfaction and leadership style with employees’ performance in the higher education sector of KSA. Unpredictably, this study found that role ambiguity does not significantly moderate the relationship between training and employees’ performance. Role ambiguity negatively influences the relationship of job satisfaction and leadership with employees’ performance. Therefore, policy-makers and leaders of higher education institutions of KSA should focus on reducing role ambiguity

    JOB SATISFACTION FOR SAUDI FEMALE DEPARTMENT HEADS: A COMPARATIVE STUDY BETWEEN KING SAUD UNIVERSITY AND PRINCESS NOURA UNIVERSITY

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    Research has shown that job satisfaction plays an important role in productivity and organizational commitment, establishment of a positive work environment, reduction of work related stress, and employee retention or turnover. In the university setting, job satisfaction is particularly related to the retention of faculty, effective mutual cooperation among staff, quality of teaching, and efficiency of leadership. The purpose of this study was to measure the current level of job satisfaction for female department heads at King Saud University (a gender segregated university) and Princess Noura University (a women's only university) in Saudi Arabia. A series of independent samples t-tests were used to examine differences in job satisfaction between the samples from these two universities, and multiple regression analysis was utilized to explore factors that contribute to female department heads' job satisfaction in both universities. A qualitative study was also conducted by asking participants open-ended questions to seek insight into other possible factors affecting job satisfaction. No significant difference in overall job satisfaction was found between these two universities; but the pay level and the policy of the institutions were identified as two important factors contributing to overall job satisfaction. The implications of this study to educators and policymakers, the limitations of this study, and the directions for future research were discussed

    JOB SATISFACTION FOR SAUDI FEMALE DEPARTMENT HEADS: A COMPARATIVE STUDY BETWEEN KING SAUD UNIVERSITY AND PRINCESS NOURA UNIVERSITY

    Get PDF
    Research has shown that job satisfaction plays an important role in productivity and organizational commitment, establishment of a positive work environment, reduction of work related stress, and employee retention or turnover. In the university setting, job satisfaction is particularly related to the retention of faculty, effective mutual cooperation among staff, quality of teaching, and efficiency of leadership. The purpose of this study was to measure the current level of job satisfaction for female department heads at King Saud University (a gender segregated university) and Princess Noura University (a women's only university) in Saudi Arabia. A series of independent samples t-tests were used to examine differences in job satisfaction between the samples from these two universities, and multiple regression analysis was utilized to explore factors that contribute to female department heads' job satisfaction in both universities. A qualitative study was also conducted by asking participants open-ended questions to seek insight into other possible factors affecting job satisfaction. No significant difference in overall job satisfaction was found between these two universities; but the pay level and the policy of the institutions were identified as two important factors contributing to overall job satisfaction. The implications of this study to educators and policymakers, the limitations of this study, and the directions for future research were discussed
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