International Journal of Human Research and Social Science Studies

The study validated the measures of Transformational-Transactional Leadership Theory in the context of selected administrative and academic heads of public universities in Uganda. Basing on the conceptualization by Avolio et al., (1999), Transformational –Transactional Leadership Theory was studied in terms of: idealised influence attributed, idealised influence-behavioural, inspirational motivation, intellectual stimulation, individualized consideration; contingency rewards, active management by exception, and passive-avoidant leadership.  The study used a correlational research design on a sample of 93 respondents that were university managers, namely administrative and academic heads of Busitema and Kyambogo Universities in Uganda. Data was collected using a self-administered questionnaire and analysed using quantitative methods that were descriptive and partial least squares structural equation modelling (PLS-SEM) with the help of SmartPLS to determine the measures of Transformational –Transactional Leadership Theory.

            Descriptive results indicated that eight constructs of Transformational –Transactional Leadership Theory of idealised influence attributed, idealised influence-behavioural, inspirational motivation, intellectual stimulation, individualized consideration; contingency rewards, active management by exception, and passive-avoidant leadership were high. PLS-SEM indicated that the eight constructs of idealised influence attributed, idealised influence-behavioural, inspirational motivation, intellectual stimulation, individualized consideration; contingency rewards, active management by exception, and passive-avoidant leadership were appropriate measures of the Transformational –Transactional Leadership Theory. It was concluded that managers  of public universities in Uganda need to promote a high level of idealised influence attributed, idealised influence-behavioural, inspirational motivation, intellectual stimulation, individualized consideration; contingency rewards, active management by exception, and passive-avoidant leadership among administrative and  academic heads of departments . Therefore, the study recommended that managers of public universities in Uganda should emphasise idealised influence attributed, idealised influence-behavioural, inspirational motivation, intellectual stimulation, individualized consideration; contingency rewards, active management by exception, and passive-avoidant leadership  among administrative and  academic heads of departments.

Idealised influence attributed, idealised influence-behavioural, inspirational motivation, intellectual stimulation, individualized consideration, contingency rewards, active management by exception and passive-avoidant leadership

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