Transformational leadership and innovation in higher education: a participative process approach

ABSTRACT

The concept of innovation in the administrative processes of higher education institutions (HEIs) remains topical due to the continuous call on providers of higher education to develop new ideas and practices that are aimed at meeting the growing needs of students and other interest groups. Focusing on the transformational leadership theory as the theoretical underpinning, this study investigates the factors that enhance innovation among administrative staff in an HEI. In order to explore the phenomenon, a mixed method of collecting and analysing data was followed. Using an embedded fuzzy analytic hierarchy process, quantitative data wasgathered from 108 staff while qualitative data was gathered by way of interviews among three heads of department. The study revealed that engagement, motivation, communication flow, communication utilisation and decision-making strongly enhance the participative process that also essential for promoting innovation among administrative staff. Additionally, these five factors strongly define transformational leadership influence on innovation. Conversely, factors such as expectancy and contingency demonstrated a weak effect on innovation among administrative staff. The implications of the study are discussed by way of theory, practice and further research.

Disclosure statement

No potential conflict of interest was reported by the author.

Additional information

Notes on contributors

Yaw Owusu-Agyeman

Yaw Owusu-Agyeman is a Fellow of the Higher Education Academy (FHEA), UK, and a research fellow at the Centre for Higher Education and Adult Learning, Stellenbosch University. He holds an MSc in Educational Policy and Management Studies from the University of Twente and a PhD in Curriculum Studies from Stellenbosch University.