School of Business


Doctor of Business Administration


Gene R. Sullivan


Employee Perception, Higher Education, Leadership, Leadership Outcomes, Success, Transformational


Business | Business Administration, Management, and Operations | Business Law, Public Responsibility, and Ethics | Human Resources Management | Organizational Behavior and Theory | Other Business


The problem addressed examined whether two merged academic institutions was successful in implementing a transformational leadership style within the united organization. Successful leadership cannot be limited to the perception of only the leader, but must include the perceptions of the follower as well. The focus of this study was to investigate the relationship between transformational leadership style and the employee’s perception of leadership success. This research study provides the opportunity to advance the fields of organizational change, management, and academics by examining the success of transformational leadership through the perception of the employees in higher education as it related to the outcomes of leadership. Reviewing and analyzing the degree to which employees’ respond to transformational leadership within the literature of other business, industry, and organizations provided the arena to acknowledge the gap in knowledge. All four components of the transformational leadership style: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, that a transformational leader possesses and implements effect the expected outcomes of the follower. Transformational leadership style is essential to transforming lives and organizations. Christians and businesspersons alike must understand the principle “as iron sharpens iron.” Proverbs (27:17) states that Christians are to build each other up and bring out the best in one another. The findings highlight the potential benefits of the use of transformational leadership as an advancement of humankind and business and industry profits.