Abstract
By inspiring followers to pursue and attain exceptional levels of performance, transformational leadership (TL) has been associated with high levels of follower job satisfaction and organizational commitment (Asencio, 2016; Banks et al., 2016; Bass & Riggio, 2006). The purpose of this quantitative correlational study was to examine faculty perceptions of transformational leadership behaviors of their department chairs and their own job satisfaction at Historically Black Colleges and Universities (HBCUs) in the southeastern United States. The transformational leadership dimensions examined were idealized attributes (IA), idealized behaviors (IB), inspirational motivation (IM), intellectual stimulation (IS), and individualized consideration (IC). Data were collected using the Multifactor Leadership Questionnaire (MLQ) Rater version and the Job Description Index (JDI) from tenure and tenure-track faculty at HBCUs. Data analysis used descriptive statistics, one-way ANOVA, Pearson r, and multiple linear regression (MLR). Results indicated statistically significant positive relationships between transformational leadership dimensions and faculty job satisfaction, with individualized consideration emerging as the strongest predictor. Implications for leadership development, institutional policy, and the retention of HBCU faculty are discussed.
Recommended Citation
Karorsa, Demissie L. and Allen, Monica E.
(2026)
"Examining the Relationship Between Transformational Leadership Behaviors and Faculty Job Satisfaction at HBCUs: An Explanatory Correlational Study,"
Journal of Research Initiatives: Vol. 9:
Iss.
2, Article 14.
Available at:
https://digitalcommons.uncfsu.edu/jri/vol9/iss2/14
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