A COMPARATIVE STUDY ON TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLES AMONG DEPARTMENT HEADS AT TERTIARY INSTITUTIONS IN MALAYSIA

Abstract

The purpose of the study was to compare staff’s perceptions of the cruciality between transactional and transformational leadership styles among department heads in Malaysia.  The sample consisted of 52 administrative and teaching staff from four private colleges in Sabah and Sarawak.  An online questionnaire was used to collect data that were subsequently transferred onto an Excel spreadsheet.  Findings revealed that transactional leadership style had a higher mean score of 4.46.  About 91 percent of staff indicated that department heads must make changes when necessary and clarify staff’s expectations related to performance goals.  Approximately 96 percent of staff indicated that department heads should not wait but must take action before problems became serious.  On the other hand, transformational leadership style was found to have a mean score of 4.40.  About 92 percent of staff indicated that department heads must express confidence on goal achievement, while 93 percent revealed that department heads should suggest innovative ways to get work done.  Lastly, 94 percent of staff indicated that department heads should emphasize the mission of the organization. Findings implied that Malaysian tertiary staff tend to prefer transactional leadership, while their department heads tend to be more directive and autocratic toward staff.  Since organizational hierarchy is well respected, staff often follow orders, while department heads are expected to use their authority to manage subordinates.