A PRESIDENTIAL LEADERSHIP EFFECTIVENESS AT THE JORDANIAN UNIVERSITIES: A CASE STUDY OF THE HASHEMITE UNIVERSITY

Higher education Administration, Educational LEadership, Universities

The purpose of this study is to identify how do individuals who have worked for and with the president describe him regarding his leadership effectiveness as he led the Hashemite University during his time period, and analyze the significant differences in the university participants based on their gender (male, female) and job role (faculty member, staff). Data collection randomly selected from faculties and administrative units, the actual response rate for faculty members were (131) and staffs were (214). A 48 items survey covered the six areas of leadership effectiveness were used in the survey comprising presidential leadership effectiveness. The responses indicated that the most leadership effectiveness for the university president was for the Adaptive Change Agent, closely followed by the Innovator, the Visionary was the third, the Relationally Strong was fifth, and the Team Builder was Sixth. There was significant difference at the 0.05 level between male and female participants in the (Team Builder) in favor of male. There were significant differences at the 0.05 level between faculty members and staff participants in the (Adaptive Change Agent), (Good Fit), (Visionary) in favor for faculty members. While the significant differences at the 0.05 level between faculty members and staff participants in the (Team Builder), and (Innovator) in favor for staff.

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