Leadership style and performance in higher education: the role of organizational justice

Abstract

ABSTRACT The credibility of higher education institutions hinges upon certain dynamic factors among which leadership has widely been considered and validated as the most critical in all respects. Similarly, leadership styles have been measured as the potential and significant predictor for various organizational outcomes. Among all, transformational and transactional leadership styles have been measured as important traits for employees’ performance. Likewise, the employees’ performance is considered as the dynamic factor that is solely responsible either for failure or success of organizations including higher education institutions (HEIs). Also, the organizational justice is vital in determining the employees’ perceptions about fairness in the institutions. The study out to examine the mediation effect of organizational justice between leadership styles (transformational and transactional) and employees’ performance using data from teaching faculty in HEIs by using the quantitative techniques. The results show that organizational justice is a mediator between transformational leadershhip and employees’ performance as the results confirmed the partial mediation and the same is evident between transactional leadership and employees’ performance. The study results are expected to be helpful as eye openers concerning the management of higher institutions and future researchers.