Transformational and Transactional Leaders in Higher Education

摘要

This study is concerned with the characteristics of presidents of institutions of higher education who are considered transformational and transactional leaders. The study adds current data to the published and perceived characterization of such leaders and their approaches to changing the learning environment at their institutions. While addressing the widespread appeal of transformational leadership and its practical application to higher education, the study also profiles the qualities needed by leaders to introduce a climate of change utilizing transformational or transactional leadership.