IDEAS home Printed from https://ideas.repec.org/a/ids/ijbexc/v20y2020i2p169-190.html
   My bibliography  Save this article

The impact of transformational leadership on organisational performance case study: the University of Jordan

Author

Listed:
  • Niveen M. Alsayyed
  • Taghrid S. Suifan
  • Rateb J. Sweis
  • Basheer A. Kilani

Abstract

This research aimed to examine the impact of transformational leadership on organisational performance at the University of Jordan. A questionnaire was distributed to a sample of (280) administrative employees at the University of Jordan. Data were analysed using SPSS software. Information about respondents was analysed using descriptive analysis. While multiple regression was used to determine whether the four dimensions of transformational leadership; idealised influence, inspirational motivation, intellectual stimulation and individualised consideration have a significant impact on organisational performance. The findings revealed that the transformational leadership had a significant impact on organisational performance along with idealised influence and intellectual stimulation. However, individualised consideration and inspirational motivation did not have a significant impact on organisational performance according to the respondents' ratings.

Suggested Citation

  • Niveen M. Alsayyed & Taghrid S. Suifan & Rateb J. Sweis & Basheer A. Kilani, 2020. "The impact of transformational leadership on organisational performance case study: the University of Jordan," International Journal of Business Excellence, Inderscience Enterprises Ltd, vol. 20(2), pages 169-190.
    • Handle: RePEc:ids:ijbexc:v:20:y:2020:i:2:p:169-190
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=105356
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijbexc:v:20:y:2020:i:2:p:169-190. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=291 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.