De Jong and Hartog (2007) explained that transformational leadership can contribute to increase organisational learning and employees creativity. Also, leaders encourage followers to participate in educational programmes and develop their skills to achieve high performance (Northouse, 2007, Yukl, 2013). Leaders who used transformational leadership are able to enhance team work, organisation...
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... to enhance lecturers commitment to change and performance. Moreover, Dhyani, Mishra & Mishra, (2015) illustrates that, transformational leadership is adopted by most of the Head of higher educational Institutions so that adaptation can be completed to meet the constantly changing economic and academic environment. Aitkin (1998) and Bass (1999) argued the power of the educational leaders can be used effectively when the leader (Dean, Vice-chancellor or Director of Higher Education Institutes’s) have a vision, have a sense of mission and agenda. Leaders who encourage and support transformation leadership share power, are willing to learn from others, and are sensitive to each team member’s needs for achievement and growth (Gous, 2003).Those attributes need to come from inside and not from the university itself from reflection from one’s personal value (Aitkin, 1998).
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