چکیده:
The aim of this study is to investigate the relationship between cognitive style and leadership style among university presidents and higher education institutions. In this research, how 30 university presidents and higher education institution heads located in Tehran and 102 of their direct colleagues are managed was studied. To collect data, two questionnaires were used: the CSI Cognitive Style Inventory and the MLQ form5x (Multifactor Leadership Questionnaire) third edition. Analysis of the obtained data indicates that most of the studied presidents tend towards an analytical cognitive style and scored high in the dimensions of idealized influence and inspirational motivation [from the dimensions of transformational leadership], but scored low in the dimension of individualized consideration; the scores of most studied presidents in transformational leadership style were reported as low and medium, and in transactional leadership style as medium. A positive correlation was observed between the intuitive cognitive style score and the idealized influence (charisma) dimension, and between the analytical cognitive style score and contingent reward, and a negative correlation was observed between the analytical style score and laissez-faire leadership style. Overall, the research findings show the necessity of strengthening the dimensions of individualized consideration and intellectual stimulation, as well as paying attention to strengthening intuitive and holistic cognitive styles among the studied university presidents.
خلاصه ماشینی:
In the view of defenders of this idea, including Fisher[4], the new challenges facing higher education in the present era have doubled the need for strong leadership instead of traditional management for these types of institutions (as cited in Webb[5], 2003), and a number of recent studies and research specifically confirm the suitability of the transformational leadership style[6] with the new situation of today's universities (McAdory, 2004; Nikolina, 2003; Webb, 2003).
Scores of the studied presidents in the dimensions of the three leadership styles (transformational, transactional, and laissez-faire) It is necessary to mention that the MLQ questionnaire has provided the researcher with the possibility of obtaining three categories of scores, including the leader's own score (the score the leader gave themselves), the score that colleagues gave to the leader, and the score resulting from calculating the average of the two aforementioned scores [for the individuals of the studied population].
05 Leadership Style Name Dimension Leader's Own Score Colleagues' Score Analytical Intuitive Analytical Transformational Idealized Influence (Attributes) - - Transactional Contingent Reward - - Laissez-faire Laissez-faire - - Negative (0/40) Discussion and Conclusion This finding that the dominant cognitive style among the studied presidents is analytical is consistent with the findings of the research by Nurshahi, Bazrafshan, and Pourshafaei (1382).
Based on the findings of this research as well, managers who identified their cognitive style as intuitive, considered their leadership style to be considerate [and human-centered] [similar to the characteristics of the idealized influence of attributes dimension].
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