Leadership Styles and Leadership Effectiveness in Higher Education Institution in Lao's People Democratic Republic

• Main Author: Somphone, Saengduangchanth
• Format: Thesis
• Language: English
• Published: Universiti Malaysia Sarawak (UNIMAS) 2021
• Subjects: LB2300 Higher Education
• Online Access: http://ir.unimas.my/id/eprint/35908/1/Somphone%20ft.pdf; http://ir.unimas.my/id/eprint/35908/

The purpose of this study was to explore the relationships between transformational and transactional leadership styles and leadership effectiveness from the perspectives of both leaders and followers in Higher Education Institutions in Laos. Mixed method was used in this study, whereby quantitative survey questionnaire and semi-structured qualitative interviews were conducted. Survey questionnaires data were collected from 217 leaders and 373 followers in Higher Education Institutions in Laos, while ten leaders were involved in interviews. Findings from the quantitative survey for both the leaders and the followers samples suggested that transformational leadership and its five sub-scales: idealized influence attributed, idealized influence behaviors, inspiration motivation, intellectual stimulation, and individual consideration were correlated significantly and positively with leadership effectiveness. For transactional leadership and its three sub-scales, only two scales: contingent reward and management-by-exception active were correlated significantly and positively with leadership effectiveness, but none for management-by-exception passive. For laissez-faire, however was no correlation with leadership effectiveness. From the semi-structured interviews, flexibility, role model, responsibility, leadership development, and leadership success were emerged from the perceptions of the leaders in HEI in Laos about leadership effectiveness. Keywords: Transformational and transactional leadership style, leadership effectiveness.