International Journal of Advanced Culture Technology

The International Promotion Agency of Culture Technology (국제문화기술진흥원)
권호 표지
DOI QR코드

DOI QR Code

The Effects of Professors' Transformational Leadership on the Improvement of Chinese Students' University Satisfaction: The Mediating Effects of University Identification

  • Received : 2019.10.24
  • Accepted : 2019.11.08
  • Published : 2019.12.31
Download PDF
⟨ Previous Next ⟩

Abstract

The Leaders in organization play various core roles in workers' performance and organizational performance. A leader presents a vision and a direction to enable members to achieve higher performance. Especially, transformational leadership suggests members a strong vision and influences them to have identification with the organization. Based on previous researches, transformational leadership is a close connection to identification with job and organization satisfaction. This study explains the influence of the university professors' transformational leadership on students' university satisfaction and university identification. In this study, the subjects of statistical analysis are Chinese international students studying in Korea. As a result, first, professors' transformational leadership enhanced the level of students' university satisfaction. Second, university identification had a partial mediating influence on the relationship between professors' transformational leadership and students' university satisfaction. Professors' transformational leadership had an influence on the students' identification with their universities. Through this process, students become aware of identification and more satisfied with their universities. As a result of the transformational leadership of the professor, the identification and satisfaction of the international students will be improved and they will be better able to adapt to their study life and achieve high results. The purpose of this study is to emphasize the roles of transformational leadership as a necessary leadership for the successful study abroad life of Chinese students studying in Korea today.

Keywords

References

  1. S. Boerner, S.A. Eisenbeiss, and D. Griesser, “Follower Behavior and Organizational Performance: The Impact of Transformational Leaders,” Journal of Leadership & Organizational Studies, Vol. 13, No. 3, pp. 15-26, February 2007. https://doi.org/10.1177/10717919070130030201
  2. T. DeGroot, D.S. Kiker, and T.C. Cross, “A Meta-Analysis to Review Organizational Outcomes Related to Charismatic Leadership,” Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, Vol. 17, No. 4, pp. 356-372, April 2000. https://doi.org/10.1111/j.1936-4490.2000.tb00234.x
  3. D.E. Hancott, The Relationship between Transformational Leadership and Organizational Performance in the Largest Public Companies in Canada, Ph.D. Thesis. Capella University, Minneapolis, MN, USA., 2004.
  4. A. Noruzy, V.M. Dalfard, B. Azhdari, S. Nazari-Shirkouhi, and A. Rezazadeh, “Relations between Transformational Leadership, Organizational Learning, Knowledge Management, Organizational Innovation, and Organizational Performance: An Empirical Investigation of Manufacturing Firms,” The International Journal of Advanced Manufacturing Technology, Vol. 64, No. 5-8, pp. 1073-1085, March 2013. https://doi.org/10.1007/s00170-012-4038-y
  5. B.M. Bass, Leadership and Performance beyond Expectations, Collier Macmillan, 1985.
  6. B.M. Bass, “Two Decades of Research and Development in Transformational Leadership,” European Journal of Work and Organizational Psychology, Vol. 8, No. 1, pp. 9-32, September 1999. https://doi.org/10.1080/135943299398410
  7. R. Martin, and O. Epitropaki, “Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes,” Group Processes & Intergroup Relations, Vol. 4, No. 3, pp. 247-262, July 2001. https://doi.org/10.1177/1368430201004003005
  8. O. Epitropaki, and R. Martin, “The Moderating Role of Individual Differences in the Relation between Transformational/Transactional Leadership Perceptions and Organizational Identification,” The Leadership Quarterly, Vol. 16, No. 4, pp. 569-589, August 2005. https://doi.org/10.1016/j.leaqua.2005.06.005
  9. V.J. Garcia-Morales, M.M. Jimenez-Barrionuevo, and L. Gutierrez-Gutierrez, “Transformational Leadership Influence on Organizational Performance through Organizational Learning and Innovation,” Journal of Business Research, Vol. 65, No. 7, pp. 1040-1050, July 2012. https://doi.org/10.1016/j.jbusres.2011.03.005
  10. X. Jin, and S.W. Hahm, “A Study on Factors Which Improve Social Identity among Foreign Students,” International Information Institute (Tokyo). Information, Vol. 20, No. 7B, pp. 5125-5133, July 2017.
  11. G.C. Banks, K.D. McCauley, W.L. Gardner, and C.E. Guler, “A Meta-analytic Review of Authentic and Transformational Leadership: A Test for Redundancy,” The Leadership Quarterly, Vol. 27, No. 4, pp. 634-652, August 2016. https://doi.org/10.1016/j.leaqua.2016.02.006
  12. K.H. Mhatre, and R.E. Riggio, "Charismatic and Transformational Leadership: Past, Present, and Future," The Oxford Handbook of Leadership and Organizations, Oxford University Press, pp. 221-240, 2014.
  13. T. Dvir, D. Eden, B.J. Avolio, and B. Shamir, “Impact of Transformational Leadership on Follower Development and Performance: A Field Experiment,” Academy of Management Journal, Vol. 45, No. 4, pp. 735-744, November 2002. https://doi.org/10.2307/3069307
  14. B.M. Bass, and B.J. Avolio, “Transformational Leadership and Organizational Culture,” Public Administration Quarterly, Vol. 17, No. 1, pp. 112-121, Spring 1993.
  15. B. Avolio, D. Waldman, and F. Yammarino, "Leading in the 1990s: The Four I's of Transformational Leadership," Journal of European Industrial Training, Vol. 15 No. 4, pp. 9-16, April 1991.
  16. M.E. Brown, “Identification and Some Conditions of Organizational Involvement,” Administrative Science Quarterly, Vol. 14, No. 3, pp. 346-355, September 1969. https://doi.org/10.2307/2391129
  17. M. Patchen, Participation, Achievement, and Involvement on the Job, NJ, Prentice-Hall, 1970.
  18. F.A. Mael, and L.E. Tetrick, “Identifying Organizational Identification,” Educational and Psychological Measurement, Vol. 52, No. 4, pp. 813-824, December 1992. https://doi.org/10.1177/0013164492052004002
  19. F. Mael, and B.E. Ashforth, “Alumni and Their Alma Mater: A Partial Test of the Reformulated Model of Organizational Identification,” Journal of Organizational Behavior, Vol. 13, No. 2, pp. 103-123, March 1992. https://doi.org/10.1002/job.4030130202
  20. B.E. Ashforth, and F. Mael, “Social Identity Theory and the Organization,” Academy of Management Review, Vol. 14, No. 1, pp. 20-39, January 1989. https://doi.org/10.2307/258189
  21. A. Smidts, A.T.H. Pruyn, and C.B. Van Riel, “The Impact of Employee Communication and Perceived External Prestige on Organizational Identification,” Academy of Management Journal, Vol. 44, No. 5, pp. 1051-1062, November 2001. https://doi.org/10.2307/3069448
  22. H. Tajfel, Human Groups and Social Categories, Cambridge, England: Cambridge University Press, 1981.
  23. H.Y. Ngo, R. Loi, S. Foley, X. Zheng, and L. Zhang, “Perceptions of Organizational Context and Job Attitudes: The Mediating Effect of Organizational Identification,” Asia Pacific Journal of Management, Vol. 30, No. 1, pp. 149-168, March 2013. https://doi.org/10.1007/s10490-012-9289-5
  24. Y. Baruch, and A. Cohen, "The Dynamics between Organisational Commitment and Professional Identity Formation at Work," in Identities at Work, pp. 241-260, Springer, Dordrecht, 2007.
  25. M. Riketta, “Organizational Identification: A Meta-Analysis,” Journal of Vocational Behavior, Vol. 66, No. 2, pp. 358-384, April 2005. https://doi.org/10.1016/j.jvb.2004.05.005
  26. H. He, and A.D. Brown, “Organizational Identity and Organizational Identification: A Review of the Literature and Suggestions for Future Research,” Group & Organization Management, Vol. 38, No. 1, pp. 3-35, February 2013. https://doi.org/10.1177/1059601112473815
  27. R. Kark, B. Shamir, and G. Chen, “The Two Faces of Transformational Leadership: Empowerment and Dependency,” Journal of Applied Psychology, Vol. 88, No. 2, pp. 246-255, April 2003. https://doi.org/10.1037/0021-9010.88.2.246
  28. B. Shamir, R.J. House, and M.B. Arthur, “The Motivational Effects of Charismatic Leadership: A Self-Concept based Theory,” Organization Science, Vol. 4, No. 4, pp. 577-594, November 1993. https://doi.org/10.1287/orsc.4.4.577
  29. C.A. O'Reilly, and J. Chatman, “Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior,” Journal of applied psychology, Vol. 71, No. 3, pp. 492-499, August 1986. https://doi.org/10.1037//0021-9010.71.3.492
  30. M. Riketta, and R. Van Dick, “Foci of Attachment in Organizations: A Meta-Analytic Comparison of the Strength and Correlates of Workgroup versus Organizational Identification and Commitment,” Journal of Vocational Behavior, Vol. 67, No. 3, pp. 490-510, December 2005. https://doi.org/10.1016/j.jvb.2004.06.001
  31. R. Eisenberger, J. Cummings, S. Armeli, and P. Lynch, “Perceived Organizational Support, Discretionary Treatment, and Job Satisfaction,” Journal of Applied Psychology, Vol. 82, No. 5, pp. 812-820, May 1997. https://doi.org/10.1037/0021-9010.82.5.812
  32. B.M. Bass, and B.J. Avolio, The Multifactor Leadership Questionnaire, Redwoodcity, CA, MindGarden, Inc., 1995.
  33. R. Gilman, E.S. Huebner, and J.E. Laughlin, “A First Study of the Multidimensional Students’ Life Satisfaction Scale with Adolescents,” Social Indicators Research, Vol. 52, No. 2, pp. 135-160, November 2000. https://doi.org/10.1023/A:1007059227507