Perception of the Deans Leadership Style and which Leadership Style in Taibah University - Case Study Example

1.0 INTRODUCTION The research was carried out in Taibah University where faculty members were interviewed. Questionnaires were used as tool of data collection. There were 643 faculty members who participated in this exercise and the results were generalized to all the faculty members. This section presents the data analysis results and interpretation. To be able to carry out the analysis the researcher was addressing the following research questions: What is the perception of faculty members on leadership behavior of the deans? To what degree do these leadership behaviors and practices follow the Islamic leadership principles? The report is divided into four parts, demographic data where the respondent composition in terms of gender, academic level and work experience was described. The next part presented the respondent’s perception on the deans’ leadership style and which leadership style they think is being employed in the university. Third section compares the respondents’ view on the basis of their gender, work experience and academic level. The last part will have discussion and conclusion. 1.0 Demographic findings In this study frequencies were used to describe the gender balance of the faculty, the frequencies of the faculty academic levels according to the graduation scale used, frequency of work experience as well as well as percentage of faculty members according to college variable. 1.1-a Gender description Sex Frequency Percent Valid Percent Cumulative Percent Valid Male 415 64.5 64.5 64.5 Female 228 35.5 35.5 100.0 Total 643 100.0 100.0 Table 1 gender representation There were 643 faculty members that took part in the survey composed of 64.5% were male while 35.5% were female. There were more male than female that took part in the survey. 1.1-b Faculty members’ academic level The faculty members were also categorized according to the highest academic level achieved by each member. Categorization based on ordinal scale was also used in the grouping of this data. The categories that were used were the Bachelor, Master, PhD and others. The category ‘others’ was introduced to take care of the qualifications or academic level that was not captured by the other three levels. Of the three categories mentioned some staff did not fall to either category, these are some of the staff who had other qualification that allowed them to be faculty in the respective schools. The ‘others’ category contributed 103 members of the faculty, representing 16.0% of the total sampled faculty staff. The level of the staff academic level has some effect on the perception held towards management and leadership trends applied by those in leadership positions. It has been established that, a bigger gap between the led and those in leadership positions; in relation to academic level will in most cases cause respect and fear of authority. More experienced and qualified leaders will receive respect especially if among those led, no one exhibits such level of academic qualifications. Problems are bound to arise in cases where the leadership came from a less qualified level compared to those being led. This information is shown in table 2. education Frequency Percent Valid Percent Cumulative Percent Valid Bachelor 4 .6 .6 .6 Master 204 31.7 31.7 32.3 PhD. 332 51.6 51.6 84.0 Others 103 16.0 16.0 100.0 Total 643 100.0 100.0 Table 2 academic level of the faculty members 1.1-c Faculty staff works experience In this group, faculties were divided based on the working experience at similar level in a university set up. Four categories were used based on the ordinal scale of categorization of variables. It can be quickly inferred from the three categories that there is even distribution of lecturer with varying experience in the university. 120 faculty staff was found to have experience of more than eleven years. This represented a18.7 percent of the sample population. This information is shown in table 1. experience Years of experience Frequency Percent Valid Percent Cumulative Percent Valid 1-3 174 27.1 27.1 27.1 4-7 176 27.4 27.4 54.4 8-10 173 26.9 26.9 81.3 11 & above 120 18.7 18.7 100.0 Total 643 100.0 100.0 Table 3 work experience of the faculty members 1.1-d Faculty per college In the study faculty staff was drawn from twenty one different college/faculties in the university. These faculties are: faculty of science, pharmacy, applied sciences(Yanbu Campus), engineering(Yanbu campus), family science, Health Sciences Girls (Hinakiyah Campus), Education Girls( Khayber Campus), Applied Science ( Al-Ola Campus), Applied Science (Girls) Applied Science (Men), Community (Al-mahd Campus), Dentistry, Health Sciences, Arts, Education (Men), Sciences and computer Engineering, Business Administration, Medicine, Health Sciences Girls (Yanbu Campus), Community Girls (Hinakiyah Campus ) and Engineering. representation appendix B (Table 2-e) 2 Perception of faculty members regarding leadership behavior of the deans The objective of the study was to establish the leadership style used in the Taibah University faculty members in the university are the most sample population that directly deal with leaders. Therefore a question is how to they perceive their dean was formulated. Questionnaires were distributed seeking the member’s opinion on leadership style of their deans. The analysis sought to answer the research question: what is the perception of faculty members on leadership behavior of the deans? The 643 faculty staffs were interviewed on their perception regarding to the leadership employed by their deans of faculties. The options available were based on the MLQ approach of leadership assessment. Responses from the faculty ranged from inspirational leadership, contingent leadership, idealized leadership, management-by-exception, intellectual leadership, idealized attributes, extra effort, individualized consideration, management-by exception(passive), Effectiveness, Laisesez-faire, Satisfaction and Leadership in Islam. To be able to answer this question, these attributes were transformed into new variables. Statistical tables in the appendix B will be referenced together with the histogram in the interpretations of the results in this section. 2-a Leadership by inspirational From the results obtained from the faculty staff analysis was done to determine the means of the responses as well as the standard deviation of the same. Leadership by inspirational motivation had the highest mean of 2.56 (Fig 2-a). From the information above it can be said that most faculty members felt that their deans apply inspirational methodology of leadership in the university. Inspirational leadership is characterized by application of procedures and practices by those in leadership position that is likely to inspire the juniors. Inspirational leadership style can be applied in the form of encouragements to the staff, or definition of future goals by the leader and then leading the way towards its achievement. It is related to visionary leadership since the leader is able to draw to him support from the juniors. It was realized that the standard deviation in the inspirational leadership was high compared to leadership in Islam. This is an indication of the varying views that is held by the faculty in relation to the leadership by inspiration. Fig 2-a a Histogram showing faculty members’ response on inspirational motivation 2-b Contingent reward Contingent reward had a second higher mean after the inspirational leadership style. In contingent reward, standards, objectives or goals are set and with the achievement of the same come reward from the leadership. The reward could be in form of promotions, or monetary benefits. A mean of 2.49 was achieved in this case, with a standard deviation of 0.541 (Fig 2-b). Compared to the highest and the lowest standard deviation in the whole study, this value can be termed as average and therefore inference can be made to the effect that those who are inclined to this perception have no major difference on their views with regard to various deans’ leadership. Fig 2-b a Histogram showing faculty members’ response on Contingent reward 2-c Idealized behaviors Idealized behaviors style of leadership had a mean of 2.45 and a standard deviation of 0.546 (Fig 2-c), idealized style of leadership is a style in which the leaders try to improve the environment and community n which those which are led interact with. In this kind of leadership, the objective of the leader goes beyond achievement of goals set in the job description. A mean of 2.45 indicates a strong perception by the faculty on reference to the style. Most of them strongly believe that most deans apply this kind of approach as opposed to the other approaches yet to be discussed. Fig 2-c a Histogram showing faculty members’ response on Idealized behaviors 2-d Management by exception A mean of 2.43 was recorded in the management by exception kind of leadership with leadership by intellectual stimulation recording a mean of 2.42. The two styles of leadership were averagely perceived by the faculty as being employed by the deans. Management by exception is like a passive kind of leadership where by direct influence of the leaders to actions or decisions are not felt. Fig 2-d a Histogram showing faculty members’ response on Management by exception 2-e Idealized attributes Idealized attributes style of leadership had a mean of 2.36 and a standard deviation of 0.591 followed closely by extra effort with a mean of 2.35 and a standard deviation of 0.697 from the two styles of leadership, it can be inferred from the standard deviations that the perception of faculty with regard to style of leadership used by the deans vary considerably between the two styles though the means are relatively same, the standard deviation exhibited by extra effort reflect some cases of extreme perception either to the negative or in support of the leadership perception. A standard deviation of 0.697 indicates higher variations in opinions as compared to a standard deviation of 0.591 for idealized attributes. It can be inferred that idealized attributes style of leadership is averagely perceived as applied by the deans. No extreme negative or positive views are held by the faculty in relation to the style. Fig 2-e a Histogram showing faculty members’ response on Idealized attributes 2-f individual consideration Both individual consideration and Management by exception had a mean of 2.34. This means is on the lower side of the sample values obtained with regard to perception of the deans leadership styles. In as much as the two had the same means, their standard deviation showed a variation. Individualized consideration depicted a standard deviation of 0.556 while management by exception had a standard deviation of 0.548. Though there is slight difference in their values it is of note to point out that perception by faculty members in relation to individualized consideration varied widely as opposed to their views on management by exception. Fig 2-f a Histogram showing faculty members’ response on individual consideration 2-g Effectiveness and laissez-faire On the lower side of the result values, effectiveness and laissez-faire method had means of 2.32 and 2.30 respectively (Fig 2-g1&2). Faculty members had weak conviction with regard to the style of leadership used by the deans. Most of them were not sure if the deans at one time employ either the effectiveness style or the Laissez-faire method. Their standard deviations were at average values of 0.562 and 0.545 respectively. This depicts perceptions that is held by the member that is averagely felt throughout the faculty with no cases of extreme believe or perception in the stated leadership styles. Fig 2-g1 a Histogram showing faculty members’ response on effectiveness Fig 2-g2 a Histogram showing faculty members’ response on Satisfaction Another leadership style that was weakly perceived as being employed by the deans in their running of faculties is the satisfaction form of leadership. In this case an average of 2.29 was recorded with a high of 0.694 standard deviation. There was a strong diversity in opinions of the faculty with regard to this style. Some faculty members express strong perception leaning towards application of this style of leadership by the deans. This is indicated by the high value recorded for standard deviation. A high standard deviation here indicates varying opinions with a record of extreme values. Fig 2-h a Histogram showing faculty members’ response on satisfaction 2-i Leadership by Islamic Leadership by Islamic standards and style was the last style of leadership expressed by the faculty as being used by the deans. In this kind of leadership style, decisions, methodology and principles of leadership are applied according to the Islamic teachings and principles. Faculty staff did not hold the strong perception with regard to deans applying this style of leadership. A mean of 2.21 was recorded in the variable with a standard deviation at low of 0.475. There was no significant difference between those who expressed opinions to the positive or to the contrary most faculty staff expressed relatively the same perception on the issues (fig Q-Q plot). From these inferences it can be said that most faculty staff feel that the deans rarely employ Islamic leadership style in their faculties. This can be attributed to the proliferation of western values and the globalization of economies. 2-i-1 a Q-Q plot on the faculty members perception on Islamic leadership Fig 2-i-2 a detrended normal Q-Q plot on the faculty members perception on Islamic leadership From the above Fig 2-i-2 it indicates that there was no big negative deviation from the normal distribution this means that faculty members do not have a strong negative perception that their leadership are using Islamic leadership style. Read More