Academic heads' leadership behavior, psychological empowerment, and professional development impact as related to organizational effectiveness: Inputs to a leadership enhancement plan

Abstract

This descriptive-correlational study determined the relationships among academic heads' leadership behavior, psychological empowerment, professional development impact, and organizational effectiveness of state institutions of higher learning in Western Visayas as inputs to a leadership development plan. Conducted in December 2015, the participants of the study were the 106 randomly selected academic heads in 11 state institutions of higher learning in Western Visayas selected through the simple random sampling method. Four (4) published and validated data-gathering instruments were utilized to gather the date--the Team Roles Questionnaire (Emergency Field Coordination Training of the United Nations Office for the Coordination of Humanitarian Affairs (OCHA), 2010) for leadership behavior; Spreitzer's Psychological Empowerment Questionnaire (1992) as modified by Fulford & Enz (1995) for psychological empowerment; the Teaching and Learning International Survey (TALIS) by the Organization for Economic Cooperation and Development (OECD), 2010) for professional development impact; and Weisbord's Organizational Diagnosis as modified by Preziosi (1978) for organizational effectiveness. Frequency counts, ranks, means, and standard deviations were used in the descriptive analysis, while the Two-Way ANOVA, the Pearson's r set at .05 alpha level were employed in the inferential analysis. Study results revealed that management/administrative was the most predominant dominant leadership behavior manifested among academic deans and least was strategic. The academic deans' assessed the level of their professional development impact, to a large impact and had high psychological empowerment level. The state institutions of higher learning in Western Visayas had above average organizational functioning as assessed by the academic deans. The interaction effect between the academic heads' leadership behavior and professional development impact and between their professional development impact and psychological empowerment on the organizational effectiveness of state institutions of higher learning in Western Visayas was statistically significant. Positive and significant relationships existed between academic deans' leadership behavior and psychological empowerment; between their leadership behavior and professional development impact; between their leadership behavior and assessment of organizational effectiveness; between their psychological empowerment and professional development impact; between their psychological empowerment and assessment of organizational effectiveness; and between professional development impact and assessment of organizational effectiveness.