You are supposed to be a DEO. Being an educational manager what do you think which leadership style is most appropriate for the said post? Also explain why not other styles are appropriate.

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Does transformational leadership have a positive relationship to organizational culture and innovation propensity in business organizations of Pakistan? Transformational leadership has been associated with a variety of positive organizational outcomes in a number of studies. However, the outcomes of transformational leadership in Pakistan are still unexplored. The current study examines the specific relationship between transformational leadership, organizational culture, and innovation propensity among a sample of 523 organizational members in Pakistan. Our findings show that transformational leadership is positively related to organizational culture and innovation propensity. Results also indicate that organizational culture mediates the relationship between transformational leadership and innovation propensity. Further, exploratory analysis also identifies differences in ratings of transformational leadership across employees’ education level and company size. Implications for practice and directions for future research are discussed.

The cultural context of Pakistan represents a high power distance and strong uncertainty avoidance culture. National value systems tend to influence organizational value systems which determine the integration of individuals and groups in an organization (Hofstede, 1985). This contextual consideration has triggered the need for examining leadership in different cultural settings. This realization has also prompted researchers to examine leadership behaviors in developing country contexts and underpins the reason for focusing on Pakistan in this study. We reviewed the extant literature in scholarly journals by using the descriptor “transformational leadership” and “Pakistan” in a range of online databases. Our literature review yielded only two papers, which were found to have some methodological weaknesses. Khan et al. (2009) demonstrated that organization size moderates the relationship between transformational leadership and organizational innovation. However, explicit size of organizations and factor analyses of measurement concepts were not reported. Bodla and Nawaz (2010) conducted their study in the education sector of Pakistan and found that faculty members in private and public sector institutions were practicing transformational leadership to an equal extent. In this instance, the findings were largely descriptive and also did not report any factor structures. All in all, transformational leadership is believed to be related to a number of organizational dimensions and follower outcomes. In line with the objective of the current study, we further explore how transformational leadership is related to innovation propensity and organizational culture.

Research examining the relationship between follower’s education level and transformational leadership has generated mixed results. Shin and Zhou (2003) employed education level (doctoral and master degrees) as a control variable and found no significant correlation with transformational leadership. Based on a survey of 147 respondents, Chen, Chen and Chen (2010) examined educational level (both graduate and undergraduate) as a moderator/mediator in the relationship between transformational leadership, job satisfaction, and organizational commitment. This study revealed that level of education mediated the relationship between transformational leadership and subordinate job satisfaction, though it was not a moderator between transformational leadership and organizational commitment. Green (2008) studied the relationships between the quality of leader-member dyadic exchange and age, gender, education, and organizational tenure. The results suggested that only education level was associated with leader member exchange at the follower level. Though employees who had a Bachelor or more rated their leaders high or very high in leader-member exchange, in the same vein, followers who had High School also rated their leaders high in leader-member exchange. However, followers with Some College had a low to moderate quality of leader-member exchange. This shows that subordinates with lower levels of educational attainment could also have high quality leader-member exchange relationship. Though not related directly to the concept of transformational leadership, this research does suggest a possible effect of education on followers’ perceptions of their leaders.
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