The bilateral dimensions of transformational leadership in selected university constituents: An empirical study within the context of institutions of higher education

Due to significant changes in the global economy, the information age, and internationalizing of organizations; the phenomenon of organizational change in higher education has been prevalent in the last two decades. As such, transformational leaders have played key roles in leading institutional change in higher education. Since its inception over 30 years ago, transformational leadership has rapidly become known as an effective leadership model. The positive effects of transformational leadership on organizational constituency have been clearly supported by research. However, the inner dimensions of transformational leadership have undergone extremely limited empirical study. The major components of transformational leadership consist of inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration. This research further investigates transformational leadership beyond these four characteristics by focusing on two variables identified as bilateral dimensions, also known as self-efficacy and emotional intelligence. No previous study concerning bilateral dimensions of transformational leadership has been conducted within the context of adult higher education. Recommendations for further research within the context of higher education is also discussed.