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SOUTHERN LUZON STATE UNIVERSITY THAI NGUYEN UNIVERSITY
Republic of the Philippines Socialist Republic of Vietnam LEADERSHIP STYLES OF UNIVERSITY MANAGERS TOWARD JOB
SATISFACTION, WORK COMMITMENT AND
BEHAVIORAL OUTCOME
A Dissertation Presented
to the Faculty of the Graduate School,
Southern Luzon State University, Republic of the Philippines and
Thai Nguyen University, Socialist Republic of Vietnam

In Partial Fulfillment
of the Requirements for the Degree
Doctor of Philosophy in Educational Management

by


Date _________________
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ACKNOWLEGDEMENT
The researcher wishes to express his heartfelt appreciation and gratitude to:
Dr. Cecilia N. Gascon, President of the Southern Luzon State University,
Republic of the Philippines for permission of training for Doctor of Philosophy in
Educatinal Managenent in International training center, Thai Nguyen University;
Dr. Dang Kim Vui, President of Thai Nguyen University for allowance the
training for Doctor of Philosophy in Educatinal Managenent in International training
center, Thai Nguyen University;
Dr. Bella R Muello, his research adviser, who from the very preparation of the
study had always been there to give valuable suggestions and ideas for the completion of
this study;
Dr. Apolonia A. Espinosa, for sharing her statistical skills in evaluating this
study and suggestions;
Dr. Tran Thanh Van, head of postgraduate, Thai Nguyen University and Dr.
Dang Xuan Binh, director of International training center for their kind support
throughout the course of this study;
Leaders of universities and colleges in Thai Nguyen for providing respondents
and for their untiring support to pursue this study;
Dr ,
Prof , members of the panel, for their
precious suggestions and supports for the completion of this study;
Dr , who served as critic reader during
the oral defense, for his comments and suggestions;
Mr for his proficient insights

Definition of Terms
Chapter II. REVIEW OF LITERATURE AND STUDIES
Conceptual/ Theoretical Framework
Research Paradigm
Chapter III. RESEARCH METHODOLOGY
Locale of the Study
Research Design
Population and Sampling
Instrumentation
Data Gathering Procedures
Statistical Treatment
Chapter IV. RESULTS AND DISCUSSION
Chapter V. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
Findings
Conclusions
Recommendations
BIBLIOGRAPHY
APPENDICES
RESEARCHER’S PROFILE
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2. Mean Distribution of Responses as to Ethical Leadership
3. Mean Distribution of the Responses as to Job Satisfaction …………
4. Mean Distribution of Responses Commitment to work
5. Mean Distribution of Responses Behavioral Outcomes
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AB STRACT

Title of Dissertation : Leadership Styles Towards Job Satisfaction, Work
Commitment and Behavioral Outcome
Researcher : Complete Name (NADAL)
Adviser : Dr. Bella R. Muello
Academic Year : April 2014 This research determined to find out the most dominant leadership style and to
correlate it with job satisfaction, work commitment and behavioral outcome. It answered
the following objectives: 1. Determine the most dominant leadership style; 2. Ascertain the
level of job satisfaction of the respondents; 3. Find out the degree of work commitment; 4.
Find out the behavioral outcome of the subjects; and 5. Correlate the most dominant
leadership styles with the three variables. It used the descriptive correlation type of
research where 300 respondents from Thai Nguyen University were utilized. Random
sampling was used. The gathered data were computed using weighted mean, rank, and chi-
square. Based from the interpreted data the following findings were drawn: 1.
Transformational leadership style is the most dominant with an AWM of 3.36 (SA). 2. The

any organization the leader behavior is partly reflected on how their constituents perform.
Their roles and expectations can induce change in the behavior of the members. Their
commitment to do their job can also be ascertained on how they accomplished their duties.
More so, their job satisfaction can also be observed.
As such the success of any work group or organization depends on leadership. A
major factor in an effective university is a strong leader who steers the organization toward
the achievement of the mission.
Background of the study
Thai Nguyen University (TNU) established by Decree No. 31 dated on April 4
th

1994 of the Government on the basis of the arrangement, reorganization of the university
and vocational training under the Ministry of Education and Training in Thai Nguyen.
Currently TNU consists of seven universities, one college and two faculties, a defense
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education center, a learning resource center, publisher, hospital and high university for
practicing, the functional and scientific units for training and research.
The establishment of TNU is implementing the guiding ideology of the party
expressed through resolutions of the eighth National Party Congress, which is to build
training centers for research education and high-quality technology transferring in the
region. For over 10 years, the consistent policy of the Party and the State is to build and
develop TNU and in fact, TNU has demonstrated the role, his position in the Vietnamese
higher education system, particularly with the midlands and mountainous areas of northern
Vietnam.
Currently, at TNU there are 2587 teaching staff, including 230 doctors, 2
professors, 65 associate professors, over 780 masters and 200 PhD students, percentage of
lecturers on the payroll process postgraduate degree from universities accounted for
66%. Facilities, equipment and service of scientific and technological research of TNU are
now considered fairly uniform and modern with 03 research institutes, 01 research centers

1. Determine the dominant leadership style of principals as perceived by the
respondents.
2. Find out the level of job satisfaction of the respondents
3. Ascertain the commitment to work of the respondents
4. Find out the behavioral outcomes of the respondents
5. Correlate the dominant leadership style with these three mentioned variables.
Null Hypothesis
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None of the above mentioned variables predict ethical leadership style of school
manager.
Significance of the Study
This study attempts to know the influence of the dominant leadership style toward
the level of job satisfaction, work commitment and behavioral outcome. With this is mind,
this study will be beneficial to the following:
Leaders. It is hoped that the study may contribute in giving a new dimension in the
administration and supervision of Thai Nguyen University. The study would provide
leaders with a clear idea on how effective and successful the principals are in the work as
university administrators. In the same manner, their ethical leadership could give a fresh
perspective in terms of its influence to the overall university standing in the academic
aspect.
Teachers. The outcome of the study is of great help to teachers because they will
be made aware of the different leadership styles that would affect changes and
improvements of the university. The researcher may contribute to a new avenue in her
search for better ways to improve oneself and her work environment. In this way, it would
ultimately lead to a better quality performance in the teaching force.
Students. They will be benefited by this study since they are the main concerns of
educators and any wholesome environment and relationship could create positive effect on
the teaching and learning process. The researcher hopes that the results and findings of the
study will bring understanding and harmonious relationship among members of Thai

Transformational style encourages subordinates to put in extra effort to go beyond
what his subordinates expected from him (Burne, 1978).
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Transactional style focuses mainly on the physical and the security needs of his
subordinates. The relation that evolves between the leaders and the follower is based on
bargaining exchange or reward system (Bass, 1985; Bass & Avolio, 1993).
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Chapter II
REVIEW OF LITERATURE AND STUDIES
This chapter presents the relevant readings and related literature which bear
significance and similarities in this study. This also includes the discussion of variables,
theoretical framework, research paradigm that could help the readers to fully understand
the context of this study.
Leadership
Leadership has deep roots in virtue, and leaders are key organizational members
who have extensive influence and power (Barling et al., 2010). Leaders have the
“potential…to exert moral authority that contributes…to the flourishing of organizational
members,”and they “can be purveyors of virtue or vice” (Neubert et al., 2009, p. 157).
Bass and Steidlmeier (1999) asserted that leadership is a “moral compass”(p. 193) and that
a leader’s moral character, ethical values, choices, and actions are the “pillars” of
leadership (p. 181). We assert that character strengths provide a comprehensive
framework, systematic approach, and a common language (Park & Peterson, 2008) to
further assess this potential. Our research uses this scaffolding to test character strengths’
semantic and practical contributions to our existing nomological network regarding
leadership.Through their focus on the virtuous, moral, ethical, and relational aspects of
leadership, three well - studied models of leadership theory share the greatest conceptual
similarities with our proposed construct of leader character: transformational leadership
(Bass, 1985), ethical leadership (Brown,Trevino, & Harrison, 2005), and leader - member

noncharismatic leaders (Fiol, 1999). For the charismatic leader, effective
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communication requires more than merely the dissemination of information. To be
effective, charismatics often include emotional appeals within their rhetoric (Yukl,
2010). This includes the use of dramatic, symbolic, and metaphoric language that lends
credibility to the communication (Conger & Kanungo, 1987). Ideas, thoughts, and
concepts must be articulated in an inspirational and motivating manner (Conger, Kanungo,
& Menon, 2000). When charismatics communicate with passion, emotion, inspiration,
and motivation, followers are likely to attribute charisma. Additionally, charismatics must
appear confident and communicate that self-confidence in their rhetorical efforts. This is
especially true for distant charismatic leaders who only communicate with followers
through media such as television, radio, or Internet (Yukl, 2010). Therefore, it is
expected that a charismatic leader would be recognized for exciting and passionate
public oratory. The methods of this communication are integral to the attribution of
charisma. The message is obviously important, but the importance of the delivery of the
message supersedes that of the message itself. Charismatic leaders may be best known
and/or remembered for rousing public speeches where the crowd became frenzied
with excitement. Charismatic leaders must also bridge the distance gap and effectively
communicate through a variety of media in order to be considered charismatic by larger
groups of people.
The first scholar to discuss charismatic leadership was Max Weber. In particular, he
discussed three types of authority as forms of control that people will accept: traditional,
legal/rational, and charismatic. Weber (1947, pp. 358 ± 359) defined charisma as being set
apart from ordinary people and treated as endowed with supernatural, superhuman, or at
least specifically exceptional powers or qualities ¼ regarded as of divine origin or as
exemplary, and on the basis of them the individual con- cerned is treated as a leader.
Despite the important influence of Webers work on researchers thinking about
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leadership, judging from the research literature, he seems like a lone voice. As the afore
mentioned examples of charismatic leaders suggest, however, charismatic leadership
seemingly can be used for either good or bad ends, depending on ones perspective and the
hindsight of history. It seems obvious that charismatic leadership is neither inherently good
nor evil, but the implicit assumption in the literature has been that it is a positive force in
organizations.
Transactional style
Transactional Leadership, also known as managerial lea dership, focuses on
the role of supervision, organisation, and group performance; transactional leadership is a
style of leadership in which the leader promotes compliance of his followers through
both rewards and punishments. Unlike transformational leadership, leaders using the
transactional approach are not looking to change the future, they are looking to merely
keep things the same. These leaders pay attention to followers' work in order to
find faults and deviations. This type of leadership is effective in crisis and emergency
situations, as well as when projects need to be carried out in a specific fashion.
Within the context of Maslow's hierarchy of needs, transactional leadership
works at the basic levels of need satisfaction, where transactional leaders focus on
the lower levels of the hierarchy. Transactional leaders use an exchange model, with
rewards being given for good work or positive outcomes. Conversely, people with this
leadership style also can punish poor work or negative outcomes, until the problem
is corrected. One way that transactional leadership focuses on lower level needs is by
stressing specific task performance (Hargis et al, 2001). Transactional leaders are effective
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in getting specific tasks completed by managing each portion individually. Transactional
leaders are concerned with processes rather than forward-thinking ideas. These types
of leaders focus on contingent reward (also known as contingent positive
reinforcement) or contingent penalization (also known as contingent negative
reinforcement). Contingent rewards (such as praise) are given when the set goals are
accomplished on-time, ahead of time, or to keep subordinates working at a good pace at

1990). Thus, the leader and the follower are in an agreement on what the follower would
receive upon achieving the negotiated level of performance (Bass, 1990). The success of
such leadership depends on the level of satisfaction the leader and followers have in
following this system of performance based appraisals (Bass, 1990).
A study conducted by Howell and Avolio (1993) confirms that contingent reward
leadership has a negative impact on the followers' performance. Contingent reward is
viewed as "an active and positive exchange between leaders and followers whereby
followers are awarded for accomplishing agreed upon objective" (p. 892). If managers do
not effectively follow-up on the contingent reward promises, thereby displaying
behavioural inconsistency, they are viewed as ineffective leaders. Furthermore, research
(Howell and Avolio, 1993). suggests that the level of contingent reward leadership is
dependent on organizational context and settings. For example, an organization undergoing
change might suffer from a transactional leadership style (Howell and Avolio, 1993). The
penalties, awarded in such a system of managing by exception, have a negative impact on
performance and satisfaction (Bass, no date). This stems from the fact the leader passively
awaits problems before taking any action. By following this strategy, the leader ensures
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that corrective action is taken when required and in doing so he reinforces the roles and
expectations for the followers. Hence, this behaviour represents an important aspect of
transactional leadership (Bass, 1990) As can be seen, a transactional leader relies heavily
on power and authority to lead his members. Power play and the use of a "reward and
penalty" system thus play an integral role in such a leadership style. As discussed through
various researches, transactional leadership measures are not so effective and in most cases
can de motivate employees.
A number of researchers have investigated the leadership styles and behavior of
managers across hierarchical levels in organisations. Stordeuret al. (2000) examined the
cascading effect of leadership styles across hierarchical levels in a sample of nursing
departments in Belgium, with eight hospitals including 41wards. The authors also
investigated the effect of hierarchical level on the relationships between leadership styles

that more transformational leadership was evident among second-level managers than
among first-level managers in the New Zealand organisations they surveyed. The authors
also showed that individualised consideration and intellectual stimulation correlate across
hierarchical levels in their sample. It is suggested that whether or not a supervisory
leadership style is effective depends on the supervisor’s influence in the hierarchical
system. Wagner (1965) investigated this claim and the results of his study show that
hierarchical influence is a less powerful variable compared with the supportive style of
leadership in contributing to the fulfilment of supervisory role obligations. However, the
author argues that hierarchical influence facilitates the relationship of the style of
leadership in several areas of role obligations. Writing almost 30 years later, Wang and
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Satow (1994) in their study of the leadership styles and behaviour of managers in Chinese-
Japanese joint ventures, found no significant differences between senior and middle-level
management. They found that while senior level managers scored higher than the middle-
level managers in all the functional leadership dimensions examined, the differences
recorded were not statistically significant. Edwards (2000) summarises in a monograph,
the views of several authors on differences in leadership styles and behaviour across
hierarchical levels in organisations. He reviews the contentions of Peters (1992) and
Zuboff (1995) that organisational hierarchies are outdated vis-a `-vis the views of Jacques
(1990) who believes otherwise. Writing in praise of hierarchy, Jacques (1990, p. 127)
argues that “properly structured, hierarchy can release energy and creativity, rationalise
productivity, and actually improve morale”. Edwards (2000) also indicates the belief of
Brosnahan (1999) that “hierarchy smothers leadership” versus the views of other
contemporary scholars who suggest that hierarchy can be used as a framework for effective
organisational leadership (Tichy, 1997). On hierarchy and success, Khaleelee and Woolf
(1996) and Nicholls (1994) recommend that leadership should be demonstrated at all levels
of an organisational hierarchy, as they believe that effective leadership is a prerequisite for
organisational success. Khaleelee and Woolf (1996) presented two case studies in their
paper to buttress their convictions of the benefits of hierarchical structure in organisations.