The Effects of Self-Efficacy, Transformational Leadership and Trust on Leadership Effectiveness of Senior Student Affairs Officers
Rebekah S. Woods
Many researchers have sought to determine what makes an effective leader. However, despite a handful of studies in higher education administration, application of these findings to student affairs leaders in higher educational settings, specifically community colleges, is minimal. In light of the foregoing, this research was designed to examine antecedents of Senior Student Affairs Officers' (SSAO) effectiveness in the context of community colleges located in the eastern half of the United States. More specifically, it sought to determine whether self-efficacy, transformational leadership and trust in the SSAO correlated with and predicted effective leadership as perceived by both leaders and followers. Analysis of empirical data gathered from 56 leaders and 180 followers showed that transformational leadership was the strongest predictor of leadership effectiveness from the perception of both the leaders and the followers. Self-efficacy was also a significant predictor from the perception of the leaders and trust was a significant predictor from the perception of the followers. The implications of these findings for the role of SSAOs as senior administrators in positions with significant leadership responsibilities are discussed and suggestions for future research are offered.
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