Comparative Analysis of Female Leadership Styles in Public and Private Sector Universities: A Study in Pakistan

Abstract

This study aimed to compare the styles of leadership practices of female leaders in public and private Universities in Pakistan. In this study, both quantitative and qualitative data were collected using a mixed-method approach. An adapted and developed questionnaire was used for quantitative data collection, whereas qualitative data were collected through a semi-structured interview schedule. A sample of 200 female leaders was selected for quantitative data collection, while 10 females from the said sample were selected for qualitative data collection through a simple random method. Quantitative data were analyzed using SPSS, whereas qualitative data were analyzed using thematic analysis. Based on the statistical results, this study discovered statistically significant differences in female transformational and transactional leadership styles and significant differences in job performance based on the university sector. This study discovered statistically insignificant differences based on the different positions of female leaders regarding transformational and transactional leadership, and job performance. Moreover, qualitative data revealed that female leaders clearly understood both leadership styles and how to improve job performance by practicing them. The originality of this study concerns the identification of the differences between leadership styles (transformational and transactional) practiced by female leaders of public and private Universities in Pakistan and explains female leaders' perceptions of the role of leadership styles in their job performance.

Keywords

• Leadership style
• Transformational
• Transactional
• Pakistan