Abstract
The research performed on a sample of 210 students of the University of Donja Gorica (UDG), Podgorica, Montenegro, aimed to determine their leadership profiles' characteristics and examine the possible connection and the impact of selected demographic variables on its manifestation. In accordance with the total transformational leadership of Bass and Avolio, the Multifactor Leadership Questionnaire (MLQ-5X, self-rated version) was applied to measure the components of transformational, transactional, and laissez-faire leadership. The results of descriptive, comparative (t-test and ANOVA) and correlational analysis of the obtained data showed that the leadership profiles of UDG students are characterized by high scores for the transformational leadership factors (individual consideration, charisma, inspirational motivation, and intellectual stimulation), also followed by high scores for the contingent reward factors and management by exception - active related to transactional leadership, but with lowest scores for management by exception - passive and laissez-faire leadership. Such a leadership profile with predominant transformational qualities makes a good base for future leadership effectiveness. The results of the impact of demographic variables (gender and playing sports) were discussed in the context of their consistency/ inconsistency with the findings of previous research, theoretical and practical implications, and, specifically, regarding current policy and vision of UDG, entirely compatible with strategies used by efficient transformational leaders.
Highlights
Leadership in the last few decades has been the focus of interest of researchers from various domains of social sciences, it seems that this interest is the most significant and most present today
The results of descriptive, comparative (t-test and ANOVA) and correlational analysis of the obtained data showed that the leadership profiles of University of Donja Gorica (UDG) students are characterized by high scores for the transformational leadership factors, followed by high scores for the contingent reward factors and management by exception - active related to transactional leadership, but with lowest scores for management by exception - passive and laissez-faire leadership
The main goal was to establish the characteristics of their leadership profile measured by the MLQ assessing the full scope of multidimensional transformational leadership, and to test its possible conditionality and correlation with demographic variables, such as gender and playing sports
Summary
Leadership in the last few decades has been the focus of interest of researchers from various domains of social sciences, it seems that this interest is the most significant and most present today. This phenomenon is not hard to explain, since the results of a considerable number of studies, conducted in the fields of business, sports, army, education, health, administration..., unmistakably indicate that the efficiency of organizing and the success of organizations, companies, campaigns, services, clubs, as well as the satisfaction, motivation, and dedication of employees, largely depend on the quality of leadership. Numerous leadership theories appeared trying to answer one of the following simple questions: “What makes the leader great and successful? Is it about certain personality traits or specific behaviors? Could leadership be learned, or are leaders born like this? Is a leader successful in all, or only in some situations?” Modern psychologists classified them in different ways as: clusters trait theory, behavioral situational and relational theories, transformational leadership theories, and cognitive approaches to leadership (Murray, Mann, Mead, 2010); cluster theories of universal traits of leaders, universal behavior theories of leaders, situational specific traits, situational specific behavior (Cox, 2012; Tod, Thatcher, Rahman, 2010); clusters leadership theories based on individuals (trait and behavioral approaches) and leadership theories based on the person and the environment (Lane, 2008: Fiedler’s contingency theory, Chelladurai’s multidimensional model of leadership in sport); as well as cluster trait approaches, behavioral approaches (in non-sport settings and sport), situational and interactional approaches (Weinberg & Gould, 2019)
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