Problem
A sustainable organization needs significant changes in strategies related to the development of human resources. Therefore, it is vital to know the leadership style of the academic administrators of a university, and how they influence in the satisfaction, effectiveness, and extra effort of faculty.
Purpose of the Study
This study explored the correlation between transformation, transactional, and laissez-faire leadership styles with the satisfaction, effectiveness, and extra effort of faculty at Universidad Peruana Union, in 2009.
Method
The Multifactor Leadership Questionnaire (MLQ), Edition 5, adapted by Vega and Zabala, was the instrument used. Some items were modified in their wording. The population consisted of 163 faculty of the Universidad Peruana Union who work on the campuses of Lima, Juliaca, and Tarapoto. The statistical techniques used to analyze the data were canonical correlation and multiple regression.
Results
Transformational leadership style has a positive significant impact with satisfaction (/?=0.947), effectiveness (/?=0.838), and extra effort (/?=0.838). Transactional leadership style did not show a significant relationship with satisfaction (/?=0.039), effectiveness (/? = 0.073), or extra effort (/? = 0.102) in faculty. Laissez-faire leadership style also did not show a significant impact with satisfaction (/? =0.024), effectiveness (/? = 0.055), or extra effort (/? = 0.014).
Conclusions
In spite of multiple efforts to understand leadership, it has not been explained in its entirety. Leaders in educational organizations must practice strategies that will encourage transformational leadership, as this is the style that obtains good results with followers. Transformational leadership powerfully impacts satisfaction, effectiveness, and extra effort in faculty at Universidad Peruana Union. On the other hand, both the transactional and the laissez-faire styles of leadership did not show a significant correlation with the criterion variables.
","abstract_html":"<p>Problem</p> <p>A sustainable organization needs significant changes in strategies related to the development of human resources. Therefore, it is vital to know the leadership style of the academic administrators of a university, and how they influence in the satisfaction, effectiveness, and extra effort of faculty.</p> <p>Purpose of the Study</p> <p>This study explored the correlation between transformation, transactional, and laissez-faire leadership styles with the satisfaction, effectiveness, and extra effort of faculty at Universidad Peruana Union, in 2009.</p> <p>Method</p> <p>The Multifactor Leadership Questionnaire (MLQ), Edition 5, adapted by Vega and Zabala, was the instrument used. Some items were modified in their wording. The population consisted of 163 faculty of the Universidad Peruana Union who work on the campuses of Lima, Juliaca, and Tarapoto. The statistical techniques used to analyze the data were canonical correlation and multiple regression.</p> <p>Results</p> <p>Transformational leadership style has a positive significant impact with satisfaction (/?=0.947), effectiveness (/?=0.838), and extra effort (/?=0.838). Transactional leadership style did not show a significant relationship with satisfaction (/?=0.039), effectiveness (/? = 0.073), or extra effort (/? = 0.102) in faculty. Laissez-faire leadership style also did not show a significant impact with satisfaction (/? =0.024), effectiveness (/? = 0.055), or extra effort (/? = 0.014).</p> <p>Conclusions</p> <p>In spite of multiple efforts to understand leadership, it has not been explained in its entirety. Leaders in educational organizations must practice strategies that will encourage transformational leadership, as this is the style that obtains good results with followers. Transformational leadership powerfully impacts satisfaction, effectiveness, and extra effort in faculty at Universidad Peruana Union. On the other hand, both the transactional and the laissez-faire styles of leadership did not show a significant correlation with the criterion variables.</p>","abstract_has_math":false,"creators":["Maquera Sosa, Jorge Platon"],"institution":null,"degree_name":"Doctor of Philosophy","degree_level":"Dissertation","degree_discipline":"Leadership PhD","degree_department":null,"school":null,"contributors":["Tevni Grajales","Sylvia Gonzalez","Raul Acuna Casas"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2010,"date_issued":"2010-01-01T08:00:00Z","date_published":"2010-01-01T08:00:00Z","updated_at":"2026-07-24T00:53:24Z","subjects":["Leadership","Transformational","Transactional","Laissez-Faire","Faculty","Peru","Educational Leadership","Higher Education","Leadership Studies"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.andrews.edu/dissertations/1708","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Tevni Grajales","Sylvia Gonzalez","Raul Acuna Casas"]},{"key":"dc:creator","label":"Author","values":["Maquera Sosa, Jorge Platon"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2020-04-10T07:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Leadership PhD"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Philosophy"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Leadership","Transformational","Transactional","Laissez-Faire","Faculty","Peru","Educational Leadership","Higher Education","Leadership Studies"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.andrews.edu/dissertations/1708"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Problem
A sustainable organization needs significant changes in strategies related to the development of human resources. Therefore, it is vital to know the leadership style of the academic administrators of a university, and how they influence in the satisfaction, effectiveness, and extra effort of faculty.
Purpose of the Study
This study explored the correlation between transformation, transactional, and laissez-faire leadership styles with the satisfaction, effectiveness, and extra effort of faculty at Universidad Peruana Union, in 2009.
Method
The Multifactor Leadership Questionnaire (MLQ), Edition 5, adapted by Vega and Zabala, was the instrument used. Some items were modified in their wording. The population consisted of 163 faculty of the Universidad Peruana Union who work on the campuses of Lima, Juliaca, and Tarapoto. The statistical techniques used to analyze the data were canonical correlation and multiple regression.
Results
Transformational leadership style has a positive significant impact with satisfaction (/?=0.947), effectiveness (/?=0.838), and extra effort (/?=0.838). Transactional leadership style did not show a significant relationship with satisfaction (/?=0.039), effectiveness (/? = 0.073), or extra effort (/? = 0.102) in faculty. Laissez-faire leadership style also did not show a significant impact with satisfaction (/? =0.024), effectiveness (/? = 0.055), or extra effort (/? = 0.014).
Conclusions
In spite of multiple efforts to understand leadership, it has not been explained in its entirety. Leaders in educational organizations must practice strategies that will encourage transformational leadership, as this is the style that obtains good results with followers. Transformational leadership powerfully impacts satisfaction, effectiveness, and extra effort in faculty at Universidad Peruana Union. On the other hand, both the transactional and the laissez-faire styles of leadership did not show a significant correlation with the criterion variables.
"]},{"key":"dc:title","label":"Title","values":["Relación Entre el Liderazgo Transformacional, Liderazgo Transaccional y Liderazgo Laissez Faire con la Satisfacción, Efectividad y Esfuerzo Extra de los Docentes de la UPeU Periodo 2009"]}]}],"canonical_facts":{"dc:contributor":["Tevni Grajales","Sylvia Gonzalez","Raul Acuna Casas"],"dc:creator":["Maquera Sosa, Jorge Platon"],"dc:date.available":["2020-04-10T07:00:00Z"],"dc:description.abstract":["Problem
A sustainable organization needs significant changes in strategies related to the development of human resources. Therefore, it is vital to know the leadership style of the academic administrators of a university, and how they influence in the satisfaction, effectiveness, and extra effort of faculty.
Purpose of the Study
This study explored the correlation between transformation, transactional, and laissez-faire leadership styles with the satisfaction, effectiveness, and extra effort of faculty at Universidad Peruana Union, in 2009.
Method
The Multifactor Leadership Questionnaire (MLQ), Edition 5, adapted by Vega and Zabala, was the instrument used. Some items were modified in their wording. The population consisted of 163 faculty of the Universidad Peruana Union who work on the campuses of Lima, Juliaca, and Tarapoto. The statistical techniques used to analyze the data were canonical correlation and multiple regression.
Results
Transformational leadership style has a positive significant impact with satisfaction (/?=0.947), effectiveness (/?=0.838), and extra effort (/?=0.838). Transactional leadership style did not show a significant relationship with satisfaction (/?=0.039), effectiveness (/? = 0.073), or extra effort (/? = 0.102) in faculty. Laissez-faire leadership style also did not show a significant impact with satisfaction (/? =0.024), effectiveness (/? = 0.055), or extra effort (/? = 0.014).
Conclusions
In spite of multiple efforts to understand leadership, it has not been explained in its entirety. Leaders in educational organizations must practice strategies that will encourage transformational leadership, as this is the style that obtains good results with followers. Transformational leadership powerfully impacts satisfaction, effectiveness, and extra effort in faculty at Universidad Peruana Union. On the other hand, both the transactional and the laissez-faire styles of leadership did not show a significant correlation with the criterion variables.
"],"dc:identifier":["https://digitalcommons.andrews.edu/dissertations/1708"],"dc:subject":["Leadership","Transformational","Transactional","Laissez-Faire","Faculty","Peru","Educational Leadership","Higher Education","Leadership Studies"],"dc:title":["Relación Entre el Liderazgo Transformacional, Liderazgo Transaccional y Liderazgo Laissez Faire con la Satisfacción, Efectividad y Esfuerzo Extra de los Docentes de la UPeU Periodo 2009"],"thesis:degree_discipline":["Leadership PhD"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Doctor of Philosophy"]},"updated_at":"2026-07-24T00:53:24Z"}