Relationship between Leadership Styles of Educational Department's Chairpersons and Morale's Faculty Members in Isfahan University and Isfahan University of Medical Sciences

Document Type : Original Article

Authors
Saeed Rajaeepour 1
Sima Agami 2
Susan Bahrami 3
Parisa Malekahmadi 4
1 Assistant Professor, Higher Education Management, Faculty of Education and Psychology, Isfahan University, Isfahan, Iran
2 Assistant Professor, Health Information Technology, Health Management and Economics Research Center, Isfahan University of medical sciences, Isfahan, Iran
3 Educational Administration, Faculty of Education and Psychology, University of Isfahan and Researcher of Health Management and Economics Research Center, Isfahan University of medical sciences, Isfahan, Iran
4 Medical Library and Information Sciences, Faculty of Management and Medical Information, Isfahan University of Medical Sciences, Isfahan, Iran
10.22122/him.v10i7.665
Abstract
Introduction: Leadership is a process in which management seeks to motivate and communicate effectively, employee's organizational tasks of interest and a desire to encourage and facilitate organizational goals. Higher education plays an important role in the improvement and development of individual and social life of individuals. One of the paths to judge how effectives' university success and failure to achieving the objectives is the study morale of faculty members. This study sought to determine the relationship between the leadership styles of heads of departments and morale's faculty members in Isfahan University and Isfahan University of Medical Sciences. Methods: A descriptive correlation research method was utilized. The statistics include the total of university faculty members (491 people) and Isfahan University of Medical Sciences (594 people) in during 2009-2010 academic years were selected through proportionate stratified random sampling. Research tools include questionnaire based on the goal setting theory's House model (directive, supportive, participative ,achievement oriental) and morale' components (belongingness, rationality, identification) based on Getzels and Guba model questionnaire. The content and face validity using the validity and reliability through Cronbach's alpha coefficient. (r1 = 0.82) and (r2 = 0.89) was calculated. The research data was analyzed through SPSS18 single sample t-test, Pearson's correlation coefficient, multiple regression. Results: In Isfahan University directive, supportive, participative leadership styles, mean scores were higher than mean criteria and achievement oriental leadership mean scores were lower than mean criteria and morale' components (belongingness, rationality, identification) mean scores were higher than mean criteria. In Isfahan University of Medical Sciences participative leadership styles, mean scores were higher than mean criteria and directive, achievement oriental leadership styles mean scores were lower than mean criteria and morale' components (belongingness, rationality, identification) mean scores were higher than mean criteria. Correlation coefficient between scores on leadership styles and morale's faculty members in the Pvalue≤0.05 was significant. And multiple regression results also showed that the relationship between leadership styles with morale's faculty members is significant. Conclusion: Poor performance leadership led to increase crisis in the university. Training can be effective when people are with a strong spirit and strive to realize and achieve educational goals. Key words: Leadership; Morale; Universities 

Keywords

  1. Rajaeepour S, Pourpirali Z, Salimi G. Relationship between Faculty Members’ Participation in Administrative Decision-Making and the Level of Their Morale in the University of Isfahan and Medical Science University of Isfahan. Health Information Management 2007; 4(1): 99-105.
  2. Robbins٬ Stephen P. Organizational Behavior. Publisher: Prentice Hall. 2004.
  3. Hoy K, Myscle S. Educational Administration (Theory, research and practice). (Translator: Abbas Zadeh M m).Uromieh: Uromieh University. 2010.
  4. Lyons J B, Schneider T R. The effects of leadership style on stress outcomes. The Leadership Quarterly 2009; 20: 737–748
  5. Mohammadzadeh A, Mahroghan A. Organizational behavior (contingency approach). Tehran: Allameh Tabatabai University. 2000.
  6. Alagheband A. Public Management. Tehran: Ravan publication, 2010.
  7. Karimi R. Relationship between styles of leadership and morale in the staff of Jahad Sazandegi. Master's Thesis in Educational Administration. Faculty of Psychology and Educational Sciences, Allameh Tabatabai University. 2006
  8. Soltan Hosseni, M. Describe and compare the different styles of leadership, organizational commitment and its dimensions from the perspective of the university faculty. Movement Science and Sport 2003; 6:32-45
  9. Silverthorne C. A test of the path-goal leadership theory in Taiwan. Leadership & Organization Development Journal 2001; 22 ( 4),151 – 158
  10. House R. J., Hanges P. J., RuizQuintanilla S. A., Dorfman P. W., Javidan, M., Dickson M., & Gupta V. As cited in Dastmalchian, A., Javidan, M., & Alam, K. (Eds). Effective leadership and culture in Iran: An empirical study. Applied Psychology: An International Review 2002; 50 (4): 532-558.
  11. House R J A. Theory of charismatic leadership. In J. G. Hunt & L. L. Lawson (Eds.), Leadership: The cutting edge (pp.189207). Carbondale: Southern Illinois University Press 2002.
  12. Leary P A. The Relationship of Leadership Style of Selected West Virginia Deans and Department chair on Job Satisfaction of Department Faculty Members. The Journal of Educational Psychology 2005; 50 (7), 45-50.
Health Information Management
Volume 10, Issue 7 - Serial Number 7
Autumn 2014
Pages 972-978