The study explored the effects of transformational leadership and beneficiary contact on pro-social attitude and performance in Lesotho’s tertiary institutions. A mixed methods design was adopted to investigate the way in which beneficiary contact as the key relational element of job design influenced the Lecturers’ responses to the implemented transformational leadership style. Questionnaires were administered to30institutional leaders,60lecturers and60students and interviews were held with10pu... 

【文章來(lái)源】：東北師范大學(xué)吉林省 211工程院校 教育部直屬院校

【文章頁(yè)數(shù)】：92 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
Abstract
Acknowledgments
Dedication
List of Tables
List of figures
List of Abbreviations
Table of Contents
CHAPTER ONE: Introduction
    1.1. Introduction
    1.2. Background of the Study
        1.2.1. Education Overview
        1.2.2. The emergence of tertiary Education institutions in Lesotho
        1.2.3. Governance and management of tertiary education in Lesotho
    1.3. Statement of the problem
    1.4. Objectives
    1.5. Research questions
    1.6. Purpose of the study
    1.7. Significance of the study
    1.8. Scope of the study
    1.9. Definition of operational terms
CHAPTER TWO: Literature Review and Conceptual Framework
    2.1. Introduction
    2.2. Development of Leadership theories
    2.3. Transformational Leadership and Beneficiary contact
    2.4. Transformational Leadership and Pro-social Impact
    2.5. Transformational Leadership style and Performance effects
    2.6. Conceptual framework
CHAPTER THREE: Methodology
    3.1. Introduction
    3.2. The nature of the study/Research design
    3.3. Area of the study
    3.4. Population
    3.5. Sample and sampling techniques
    3.6. Data collection instruments
    3.7. Validity and Reliability of the data collection instruments
    3.8. Data analysis
    3.9. Ethical consideration
CHAPTER FOUR: Results and Analysis
    4.1. Introduction
    4.2. Demographic Information
    4.3. Main Findings of the study
        4.3.1. Transformational Leadership facilitation of Beneficiary contact in tertiary institutionsin Lesotho
        4.3.2. The impact of the transformational leadership's beneficiary contact on lectures'perceived pro-social attitude
        4.3.3. The effects leader's facilitated beneficiary contact and perceived pro-social attitude within the institution on institutional performance
CHAPTER FIVE: Discussion and Conclusion
    5.1. Introduction
    5.2. Discussion
        5.2.1. Transformational leadership and beneficiary contact within the institution
        5.2.2. The impact of transformational leadership's beneficiary contact on the Perceived pro-social attitude
        5.2.3. Transformational leadership's facilitated beneficiary contact and the perceived pro-social attitude effects on institutional performance
    Conclusions
CHAPTER SIX: Recommendations,Implications and Limitations
    6.1. Recommendations
    6.2. Implications
    6.3. Limitations
References
Appendices



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