Impact of individualised consideration on transformational and transactional leadership styles

The feeling of being part of the institution is the basic requirement for ensuring an employee that he/she is not just the part of a big machine rather indispensable to the very success of an institution. This feeling comes from the attitude of the institution and behaviour of the leadership. The current study presents the findings of perceptions of administrative workforces in selected universities of Khyber Pakhtunkhwa, Pakistan, about the existing transformational and transactional leadership styles practiced by leaders at different levels in institutional hierarchy. The empirical data reveals surprising insights, like relationship between individualised consideration and transformational leadership is positive and significant but R-value is very weak (r = .395) showing that little transformational leadership is practiced in universities. However, the link between individualised consideration and transactional is huge in terms of R-value (−.473) with significant p-value thereby telling that transactional leadership is in vogue but negatively associated with individualised consideration. The regressions verify these assumptions with strong statistics. The demographic impacts have also been identified. The results are an eye-opener for the concerned stakeholders of higher education.