Analyzing the role of transformational and exchange leadership in promoting the trust of faculty members in order to present a conceptual model

Document Type : Research Paper

Author

• maryam taghvaeeyazdi

Associate Professor, Department of Educational Management, Islamic Azad University, Sari Branch, Mazandaran, Iran

10.30495/jedu.2023.28503.5715

Abstract

Introduction: The present study was conducted to investigate the role of transformational and exchange leadership in promoting organizational trust of faculty members of Islamic Azad University of Mazandaran to provide a conceptual model. The research method was descriptive-survey and applied in terms of purpose.
Research methodology: The statistical population of the study consisted of 850 faculty members of the Islamic Azad University of Mazandaran Province. The sample size was estimated 265 people based on Cochran's formula and stratified by random sampling method. The reliability of the tool was evaluated after a preliminary implementation in a sample of 30 people. The Cronbach's alpha coefficient of the Transformational and Exchange Leadership and Organizational Trust Questionnaire was 0.84 and 0.78, respectively. Data collected through SPSS and AMOS statistical software in two sections of descriptive statistics including (mean, standard deviation, tables, graphs) and inferential statistics including (structural equation modeling based on regression analysis, chi-square (χ²))., t (t), entropy) have been analyzed.
Findings: The results showed that the intensity of the effect of transformational leadership on organizational trust was 0.47. Meanwhile, the chi-square value for model approval was 116,251 with a significance level of 0.000, which indicates that the model was approved. The result of structural equation modeling showed that the intensity of the effect of exchange leadership on organizational trust was 0.39. The intensity of the effect of transformational and exchange leadership on organizational trust at the same time is 0.08 and 0.49, respectively.
Conclusion: The results showed that among the four components of transformational leadership that interacted with organizational trust, individual considerations had the most role and inspiring motivation had the least role, and among the four components of exchange leadership that interacted with They were organizational trust, passive exclusion management had the most role and active exclusion management had the least role.

Keywords

• transformational leadership
• exchange leadership
• organizational trust

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