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Lussier, R. N., &Achua, C. F. (2012). Leadership: Theory, Application, and Skill Development (5th ed.). Boston, MA: Cengage Learning.

has been cited by the following article:

  • TITLE: Effective Leadership in Higher Education: A Review of Leadership Style Preferences among Faculty and Staff within the United States

    AUTHORS: Joseph G. Mews

    KEYWORDS: Leadership, Leadership Styles, Leadership Preferences, Higher Education Leadership, Organizational Leadership

    JOURNAL NAME: Open Journal of Leadership, Vol.8 No.2, June 20, 2019

    ABSTRACT: This causal-comparative study reviewed the leadership style preferences of faculty and staff from participating higher education institutions (HEI). A total of 146 participants completed the Leadership Style Questionnaire (LSQ), a research instrument consisting of demographic questions and the Vannsimpco Leadership Survey (VLS). A single factor, one-way ANOVA (analysis of variance) was conducted, and significant differences were identified within the nine styles, (F [8, 1305] = 93.65, p HSD (honestly significant difference) post-hoc tests were required and revealed significant differences between 24 of the 36 leadership style pairings. The statistical analysis showed collective preferences toward Democratic-Transformational Leadership (M = 4.25), Democratic Leadership (M = 4.21), Transformational Leadership (M = 4.21), and Transactional Leadership (M = 4.20). The least preferred style was Laissez-faire Leadership (M = 2.63). This study also compared leadership style preferences of participants classified as faculty versus those classified as staff. Significant differences were identified within responses for Democratic Leadership and Transactional Leadership styles.