TABLE OF CONTENT
Title page
Approval page
Dedication
Acknowledgment
Abstract
Table of content
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the study
1.2 Statement of problem
1.3 Objective of the study
1.4 Research Hypotheses
1.5 Significance of the study
1.6 Scope and limitation of the study
1.7 Definition of terms
1.8 Organization of the study
CHAPETR TWO
2.0 LITERATURE REVIEW
CHAPETR THREE
3.0 Research methodology
3.1 sources of data collection
3.3 Population of the study
3.4 Sampling and sampling distribution
3.5 Validation of research instrument
3.6 Method of data analysis
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS AND INTERPRETATION
4.1 Introductions
4.2 Data analysis
CHAPTER FIVE
5.1 Introduction
5.2 Summary
5.3 Conclusion
5.4 Recommendation
Appendix
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: (i) examine the relationship between transformational leadership behaviours and effective management of Federal Universities in the South Eastern Nigeria; (ii) determine the extent to which Nigeria University managers apply transformational leadership roles in their management of the Federal Universities in South East and (iii) 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
- 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.
1.2 Statement of the Problem
Transformational leadership is regarded one of the most influential contemporary leadership theories. According to Burns (Burns: 1978), the central feature of transformational leadership is based on the process by which leaders motivate followers or how leaders appeal to the followers’ values and emotions. In other words, transformational leadership motivate followers to do more than they originally expected and often even more than they thought possible for the good of the group. Consequently, transformational leaders convert their followers to higher levels of performance and other positive work-related outcomes. They perform such characteristics of the theory by engaging in a class of behaviors including charismatic leadership, inspirational motivation, individualized consideration, and intellectual stimulation. It is on this understanding that the researcher has undertaken to assess the transformational leadership behaviors and management of federal universities in south eastern Nigeria.
1.3 Objectives of the study
- Examine the relationship between transformational leadership behaviours and effective management of Federal Universities in the South Eastern Nigeria;
- Determine the extent to which Nigeria University managers apply transformational leadership roles in their management of the Federal Universities in South East and
- Identify the challenges of transformational leadership behaviours in the management of the South Eastern Federal Universities.
1.4 Research Questions
The study seeks to provide answers to the following questions:
- Does transformational leadership affects the effective management of federal universities in the south east Nigeria?
- What are the challenges encountered in the application of transformational leadership by the university’s management?
- What are the possible modalities to enhancing effective university management through transformational leadership?
1.5 Research Hypotheses
The study developed for testing the following hypotheses;
H0: There is a significant relationship between transformational leadership and effective university management.
H1: There is no significant relationship between transformational leadership and effective university management.
H20: The Universities does not encounter significant challenges in the application of transformational leadership.
H21: The Universities encounters significant challenges in the application of transformational leadership
1.6 Significance of the study
The purpose of this study is to examine the relationship that exists between transformational leadership and management of federal universities in south eastern Nigeria. This study is a partial requirement for the award of a degree. More so the study is a contribution to academic literature.
1.7 Definition of Terms
- Transformational: of, relating to, characterized by, or concerned with transformation and especially linguistic transformation
- Management: the collective body of those who manage or direct an enterprise
- Leadership: the action of leading a group of people or an organization, or the ability to do this.
1.8 Organization of the Study
The study is divided into five chapters. Chapter one deals with the study’s introduction and gives a background to the study. Chapter two reviews related and relevant literature. The chapter three gives the research methodology while the chapter four gives the study’s analysis and interpretation of data. The study concludes with chapter five which deals on the summary, conclusion and recommendation.
