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i SOUTHERN LUZON STATE UNIVERSITY THAI NGUYEN UNIVERSITY Republic of the Philippines Socialist Republic of Vietnam LEADERSHIP STYLES OF UNIVERSITY MANAGERS TOWARD JOB SATISFACTION, WORK COMMITMENT AND BEHAVIORAL OUTCOME A Dissertation Presented to the Faculty of the Graduate School, Southern Luzon State University, Republic of the Philippines and Thai Nguyen University, Socialist Republic of Vietnam In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in Educational Management by PHI DINH KHUONG (NADAL) April 2014 ii APPROVAL SHEET This dissertation entitled “Leadership Styles of University Managers Toward Job Satisfaction, Work Commitment and Behavioral Outcome” submitted by PHI DINH KHUONG, in partial fulfillment of the requirements for the Degree of Doctor of Education Management been examined and is recommended for acceptance and approval. DR. BELLA MUELLO Adviser Approved by the Oral Examination Committee, in partial fulfillment of the requirements for the degree of Doctor of Education Management by Southern Luzon State University, Republic of the Philippines in collaboration with Thai Nguyen University, Socialist Republic of Vietnam DR. DR. DR. Critic Reader Chairman Accepted in partial fulfillment of the requirements for the degree of Doctor of Education Management by Southern Luzon State University, Republic of the Philippines in collaboration with Thai Nguyen University, Socialist Republic of Vietnam Dean, Graduate School Date _________________ iii ACKNOWLEGDEMENT The researcher wishes to express his heartfelt appreciation and gratitude to: Dr. Cecilia N. Gascon, President of the Southern Luzon State University, Republic of the Philippines for permission of training for Doctor of Philosophy in Educatinal Managenent in International training center, Thai Nguyen University; Dr. Dang Kim Vui, President of Thai Nguyen University for allowance the training for Doctor of Philosophy in Educatinal Managenent in International training center, Thai Nguyen University; Dr. Bella R Muello, his research adviser, who from the very preparation of the study had always been there to give valuable suggestions and ideas for the completion of this study; Dr. Apolonia A. Espinosa, for sharing her statistical skills in evaluating this study and suggestions; Dr. Tran Thanh Van, head of postgraduate, Thai Nguyen University and Dr. Dang Xuan Binh, director of International training center for their kind support throughout the course of this study; Leaders of universities and colleges in Thai Nguyen for providing respondents and for their untiring support to pursue this study; Dr , Prof , members of the panel, for their precious suggestions and supports for the completion of this study; Dr , who served as critic reader during the oral defense, for his comments and suggestions; Mr for his proficient insights and valuable suggestions in the finalization of this study; iv ITC staff, for providing the necessary research materials; His beloved mother and wife for the encouragement, help and moral support as his sources of strength and inspiration; The teacher – respondents of the study, for their active involvement and cooperation; and To all who have contributed to make this study a success. LXT v TABLE OF CONTENTS TITLE PAGE APPROVAL SHEET ACKNOWLEDGMENT TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES ABSTRACT Chapter I. INTRODUCTIOIN Background of the Study Objectives of the Study Hypothesis Significance of the Study Scope and Limitation of the Study Definition of Terms Chapter II. REVIEW OF LITERATURE AND STUDIES Conceptual/ Theoretical Framework Research Paradigm Chapter III. RESEARCH METHODOLOGY Locale of the Study Research Design Population and Sampling Instrumentation Data Gathering Procedures Statistical Treatment Chapter IV. RESULTS AND DISCUSSION Chapter V. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS Summary Findings Conclusions Recommendations BIBLIOGRAPHY APPENDICES RESEARCHER’S PROFILE page i ii iii v vi vii viii 2 4 5 5 6 6 23 44 45 46 47 49 49 50 54 60 61 61 62 64 67 73 vi LIST OF TABLES 1. Frequency, Percentage and Distribution of the Respondents 2. Mean Distribution of Responses as to Ethical Leadership 3. Mean Distribution of the Responses as to Job Satisfaction ………… 4. Mean Distribution of Responses Commitment to work 5. Mean Distribution of Responses Behavioral Outcomes 47 53 54 56 58 vii LIST OF FIGURES FIGURE 1 Research Paradigm ……… ……………………………… ……… 2 Location of Respondent Colleges and University in Thai Nguyen Province 49 51 viii AB STRACT Title of Dissertation : Leadership Styles Towards Job Satisfaction, Work Commitment and Behavioral Outcome Researcher : Complete Name (NADAL) Adviser : Dr. Bella R. Muello Academic Year : April 2014 This research determined to find out the most dominant leadership style and to correlate it with job satisfaction, work commitment and behavioral outcome. It answered the following objectives: 1. Determine the most dominant leadership style; 2. Ascertain the level of job satisfaction of the respondents; 3. Find out the degree of work commitment; 4. Find out the behavioral outcome of the subjects; and 5. Correlate the most dominant leadership styles with the three variables. It used the descriptive correlation type of research where 300 respondents from Thai Nguyen University were utilized. Random sampling was used. The gathered data were computed using weighted mean, rank, and chi- square. Based from the interpreted data the following findings were drawn: 1. Transformational leadership style is the most dominant with an AWM of 3.36 (SA). 2. The level of job satisfaction is very satisfied with an AWM of 3.27. 3. AWM of 3.34 was obtained in level of commitment to work (Vc) 4. On behavioral outcomes, it got an AWM of 3:30 (strongly agree) 5. With a chi-square of 3.65, 1.23 and 4.26 consecutively on the three variables, it revealed that the computed value is higher than the critical value at .01 level of significance, thus the null hypothesis is rejected. From the findings, the following conclusions were made: 1. the most dominant leadership style is transformational leadership 2. The respondents are highly satisfied on the level of job satisfaction 3. The degree of work commitment is very evident. 4. The respondents practice good behavior in ix their work. 5. The correlation between transformational leadership and the three variables are positively related. In view of the results of the study, the researcher recommends to use different samples coming from another institution to prove the reliability of the findings. 1 Chapter I INTRODUCTION In recent years, the leaders in Thai Nguyen University have paid considerable attention to education and university performance as key to sustainable development and stability. Such recognition makes education an indispensable means for effective participation not only in the socio-economic development of the country but also in the on- going rapid globalization. Throughout the years, it has been the goal of the educational system in Thai Nguyen to regard education as instrument for excellence for national development. It follows therefore that the realization of the country’s educational policies and the performance of the administrators, lecturers and students at all levels of the system are intertwined. The kind of education can be reflected on the leadership style of managers. In any organization the leader behavior is partly reflected on how their constituents perform. Their roles and expectations can induce change in the behavior of the members. Their commitment to do their job can also be ascertained on how they accomplished their duties. More so, their job satisfaction can also be observed. As such the success of any work group or organization depends on leadership. A major factor in an effective university is a strong leader who steers the organization toward the achievement of the mission. Background of the study Thai Nguyen University (TNU) established by Decree No. 31 dated on April 4 th 1994 of the Government on the basis of the arrangement, reorganization of the university and vocational training under the Ministry of Education and Training in Thai Nguyen. Currently TNU consists of seven universities, one college and two faculties, a defense [...]... with the four “I”s, a description of their activities and roles in the organisation They treat each worker as an individual (individual consideration), transmit their values and ethical principles (idealised influence), provide challenging goals and communicate a vision of the future (inspirational motivation) and encourage innovative ways of problem solving (intellectual stimulation) Basset al (1987)... were not statistically significant Edwards (2000) summarises in a monograph, the views of several authors on differences in leadership styles and behaviour across hierarchical levels in organisations He reviews the contentions of Peters (1992) and Zuboff (1995) that organisational hierarchies are outdated vis-a `-vis the views of Jacques (1990) who believes otherwise Writing in praise of hierarchy, Jacques... government’s inability to effectively sponsor education and motivate teachers to enhance their productivity is another factor viewed Additionally, principals’ leadership style might tremendously influence how scholastic performance progresses Manner and approach of providing values, vision, voice and virtue define what ethical leadership is With varying extent from authoritarian, participative to delegative... transformational leadership was evident among second-level managers than among first-level managers in the New Zealand organisations they surveyed The authors also showed that individualised consideration and intellectual stimulation correlate across hierarchical levels in their sample It is suggested that whether or not a supervisory leadership style is effective depends on the supervisor’s influence in the... Conger and Kanun go (1998), who explain that charismatic leadership is typified by four key characteristics: possessing and articulating a vision, willing to take risks to achieve the vision, exhibiting sensitivity to follower needs, and demonstrating novel behavior Three interesting conceptual issues are worthy of discussion here First, much of the work on charismatic leadership has eschewed the Weberian... gave some reasons for the occurrence of this relationship They suggested that followers may model the behaviour of their superiors or the superiors may select lower-level supervisors who tend to have similar styles of behaviour with themselves It is also possible that certain 17 leadership behaviours are reinforced by the norms and culture of organisational sub-units The cascading effects revealed... better than other leaders at providing activities which continue to build culture Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which 21 involves motivating people, establishing a foundation for leadershipauthority and integrity, and inspiring a shared vision of the future (Tracey... inspirational motivation are connected with the leader’s ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, & Spangler, 2004) The leader exudes power and impacts followers through visionary means (Bass, 1985) Developing a transparent vision and inspiring subordinates to pursue the vision is ofgreat importance to transformational leaders (Lievens, Van Geit, and Coetsier, 1997)... promote a compelling vision of the future A strong sense of purpose guides their vision Transforming organizations led by transforming leaders appeal to human characteristics that lift their sights above the routine, everyday elements of a mechanistic, power-oriented system Transformational leaders manifest passionate inspiration (Hersey & Blanchard, 1996) and visibly model appropriate behaviors (Kouzes &... receive new energy and vision from their leaders The process of transformational leadership grows out of this sense of vision and energy (p 105) Several studies (Davidhizer & Shearer, 1997;Keller, 1995; King, 1994; Mink, 1992; Wofford & Goodwin, 1994; Zaccaro & Banks, 2001) have been conducted that demonstrate a positive relationship between transformational leaders and organizational vision Transformational . RESEARCHER’S PROFILE page i ii iii v vi vii viii 2 4 5 5 6 6 23 44 45 46 47 49 49 50 54 60 61 61 62 64 67 73 vi LIST OF TABLES 1. Frequency, Percentage. productivity is another factor viewed. Additionally, principals’ leadership style might tremendously influence how scholastic performance progresses. Manner and approach of providing values, vision,. characteristics: possessing and articulating a vision, willing to take risks to achieve the vision, exhibiting sensitivity to follower needs, and demonstrating novel behavior. Three interesting conceptual