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THE IMPACT OF LEADERSHIP STYLES OF ADMINISTRATIVE OFFICERS IN
UNIVERSITIES IN THE NORTHERN AND EASTERN PROVINCES OF SRI LANKA
1
MFU. Safaya
2
S. Prashanth
2
V. Muhunthan
3
T. Sureshkaanth
4
MFM Marsook
1
Senior Assistant Registrar, Uva Wellassa University of Sri Lanka
2
Senior Assistant Registrar, Trincomalee Campus, Eastern University, Sri Lanka
3
Senior Assistant Registrar, University of Colombo, Sri Lanka
4
Senior Assistant Registrar, Eastern University, Sri Lanka
Corresponding author: prashanths@esn.ac.lk
https://doi.org/10.5281/zenodo.14603177
Introduction
From this standpoint, leadership is at the root of organizations’ positive performance,
especially in education. And higher education institutions, where knowledge creation and
transfer take place, need nimble and responsive leadership to properly address the challenges
of today´s academia. In Sri Lanka, the Northern and Eastern provinces, which are single entity
territories based on unique socio cultural and post-conflict contexts provide us with a unique
context to explore the impact of various leadership styles [1-2].
As key stakeholders in maintaining efficiency, becoming best in their respective fields,
and comprehensively integrating communities, administrative officers in universities make
up a large portion of the workforce in universities. The way they lead has a deep influence on
the organizational climate, staff morale, and the overall success of the institutions they
oversee. Policymakers, university administrators and other relevant stakeholders must
understand these styles of leadership and the impact they can have on the effectiveness of
higher education in the region [3-6].
This research paper focuses on the leadership behaviours of administrative officers in
universities in the Northern and Eastern provinces of Sri Lanka and their patterns of
behaviour determine the job performance of academic staff personnel. It considers how
personalities affect organizational outcomes and key goals and objectives including staff
satisfaction levels. Further, the research also tries to make a contribution to the academic
arenas by also looking into areas that are not well covered intellectually effect academic staff's
job performance. It looks at the impact of individual styles on institutional performance,
employee satisfaction, and the realization of strategic objectives. In addition, the research also
attempts to contribute to the academic arenas by exploring areas that have previously been
overlooked in academia [7-12]
The conclusions of the presented study are meant to advance prescriptive concepts for
leadership targeting the socio-cultural contexts of these provinces to enhance the progress of
higher education in Sri Lanka.
Background and Context
Recent decades have witnessed major changes in the higher education landscape of Sri
Lanka. The country is navigating challenges from resource constraints to socio-political
complexities as it seeks to modernise its educational institutions. In particular, the Northern
and Eastern provinces have their own unique histories and cultures, shaped by a long history
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of civil conflict and the recovery process that followed. These and other factors make the
context of universities one that shapes university leadership.
In the post-war context, the universities in these areas have gained prominence as the
centers for reconstruction, peace building, and socio economic development. Administrative
officers are key actors in these processes as they are the link between the teaching or research
staff, the students and the outside world. Their ability to lead strategically can be greatly
helpful to the success of these efforts. Leadership styles, therefore, are not merely a matter of
individual choices but rather everyone’s consideration is influenced by the larger objectives of
institutional survival as well as the development of a society [13-18].
Problem Statement
While much has been written about leadership in general, there is a lack of focused
research on the leadership styles of administrative officers in Sri Lankan universities,
particularly in the Northern and Eastern provinces. Most existing studies tend to generalize
findings without considering the unique socio-cultural and historical contexts of these
regions. This gap in the literature hinders the development of targeted leadership
interventions that could address the specific needs and challenges of universities in these
areas.
Leadership styles have been shown to influence various organizational outcomes,
including employee satisfaction, productivity, and institutional performance. However, in the
context of Sri Lankan universities, there is limited empirical evidence on how different
leadership styles affect these outcomes. This study aims to bridge this gap by providing a
comprehensive analysis of the leadership styles of administrative officers in the Northern and
Eastern provinces and their impact on university operations.
Objectives of the Study
The primary objectives of this study are as follows:
1.
To identify the prevalent leadership styles among administrative officers in universities
in the Northern and Eastern provinces of Sri Lanka.
2.
To assess the impact of these leadership styles on institutional performance and
employee satisfaction.
3.
To explore the relationship between leadership styles and the socio-cultural dynamics of
the Northern and Eastern provinces.
4.
To provide recommendations for developing effective leadership strategies tailored to
the unique needs of these universities.
Significance of the Study
Therefore, this study has several implications. First, it contributes to the literature of
leadership in relation to the Lankan higher learning organization. To some extent, by limiting
the study to the Northern and Eastern provinces only, it brings out the point that leadership
issues cannot be looked from a generalized perspective. Second, the implication of this study
is of practical value for university administrators as well as policymakers. Thus, being aware
of the effective leadership practices, the study helps develop the understanding of how to
establish training programs and policies that will improve institutional performance. Last but
not least, this research re-emphasises the importance of leadership in the reconciliation and
development of post conflict areas in order to enhance the nation building agenda.
Research Questions
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The study seeks to address the following research questions:
1.
This paper seeks to identify the overall leadership styles that have manifested with the
administrative officers in the university in the Northern and Eastern provinces.
2.
This paper aims to determine the effects of these leadership styles on institutional
performance as well as the level of satisfaction among employees.
3.
What reasons can be put forward as having a bearing on the use of particular leadership
approaches on these regions?
4.
In what ways can leadership practices be enhanced to fit socio-cultural and
organizational environments characteristic of these universities?
Methodology
This research work uses both qualitative and quantitative research to generate a broad
approach in outlining the research problem. Questionnaires and interviews will be
administered to administrative officers, academic staffs and other stakeholders of the selected
universities as well as documentary review. The research will also employ statistical
measures to describe and test the leadership styles against the main organizational
performance parameters.
The study employs both qualitative and quantitative analyses to guarantee that the
findings reveal not only the numerical effects of the leadership styles, but also the qualitative
elements of the organizational environment. This methodology is especially appropriate when
it comes to the issue of complexity in the research problem as well as in the generation of
relevant solutions and findings.
Results and Discussion
The analysis revealed distinct patterns in the leadership styles of administrative officers
in universities in the Northern and Eastern provinces. The most prevalent styles were
transformational and transactional leadership, with varying degrees of emphasis depending
on the specific institutional and cultural context.
Transformational Leadership: Administrative officers employing transformational
leadership were characterized by their ability to inspire and motivate staff, fostering a shared
vision for institutional growth. These leaders prioritized innovation, adaptability, and
collaboration, leading to high levels of employee satisfaction and a positive organizational
climate.
Transactional Leadership: This style was observed primarily in routine and operational
tasks. Leaders focusing on transactional methods emphasized clear structures, rewards, and
penalties to ensure compliance and efficiency. While effective in maintaining stability, this
approach was less impactful in promoting long-term institutional development.
The study also found that the socio-cultural dynamics of the Northern and Eastern
provinces played a significant role in shaping leadership practices. Leaders who
demonstrated cultural sensitivity and inclusivity were more successful in navigating the
complexities of post-conflict community integration.
In this study, the implications expose different contexts that require unique leadership
approaches in higher learning institutions. Of the compared leadership styles, the one proving
most successful in handling the problems of post war reconstruction and institutionalization
was transformational leadership. Success through this style enabled leaders to cultivate trust,
creativity and unity of purpose in both staff and students.
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However, the study also avails the anthropological evidence showing how a one-size-
fits-all approach lacks legitimacy. While not as dynamic as either transformational or FBL, the
papers indicated that transactional leadership was highly relevant to the daily, practical tasks
associated with project and program management. It was discovered that a blend of these two
styles depending on the needs of the universities was the most appropriate model.
The other major findings of the study encompasses cultural competence in leadership as
very essential. Socio-cultural diversity and cultural sensitivity of the Northern and Eastern
provinces of SR enfolds new challenges to leadership for embracing cultural relativism
supplemented by concerns of equity. Those leaders who did not consider these elements
received opposition and low organizational influence.
In conclusion, the findings indicate that leadership in these regions is complex with a
firm need for both visionary planning as well as goal implementation. When combining both
transformational and transactional strategies and addressing cultural issues sensitively, an
administrative officer can improve the institutional goal achievement together with the
principles of reconciliation and development.
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