International Journal of Commerce and Management Research

Authors
Om Prakash Singh, Dr. J. P. Singh, Dr. Vikas Dahiya

Abstract
This study examined the relationship between institutional heads’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also investigated. The study used Bass and Avolio’s (1994) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Five key dimensions relating to transformational leadership (idealized influence attributed (II-A), idealized influence behaviors (II-B), inspirational motivation (IM), intellectual stimulation (IS), and individualized Consideration (IC) and three dimensions of transactional leadership (Contingent reward (CR), management-by-exception-active(MBE-A) and management-by-exception-passive(MBE-P) were studied using a sample of 100 pertinent respondents. In which, seven were institutional head and rest ninety-three were the subordinates from their concerning six organizations of higher education, health, business and social sectors of Nepal. Results reveal in responses to the research hypotheses that spirituality was significantly related to an individual’s transformational leadership behaviors. However, transactional leadership was not related to an individual’s spirituality, the linear combination too of the transformational and transactional leadership measures was not significantly related to spirituality. However, some valid strength observed in favor of spirituality while amalgamating both transactional and transformational leadership style.