A Behavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality

Abstract

This study aimed to explore how the perception of leadership styles affects the functionality of Higher Education Institutions. A self-administered questionnaire was distributed to a sample of 328 administration and faculty members from several public sector universities. The collected data were analyzed using structural equation modeling in AMOS 26. Results indicated that perceived autocratic leadership negatively affects organizational functionality, while perceived democratic leadership positively affects it. The effect of laissez-faire leadership was statistically insignificant. The study concludes that democratic leadership perception enhances organizational functionality, whereas autocratic leadership perception diminishes it, highlighting that employee participation in institutional matters improves organizational effectiveness.