Exploring the role of quality of life as intangible capital in shaping the administrative performance of university leaders

Abstract This study examines the relationship between individuals’ quality of life (QoL), viewed as intangible capital, and administrative performance (AP) in higher education. Drawing on frameworks for psychological well-being and intangible capital, the study analyzes the relationship between stakeholder views of leader well-being and leadership effectiveness in the context of higher education. A quantitative, cross-sectional, survey design was employed with 460 students at three Iraqi public universities, adapted quality of life scales, and researcher created administrative performance measures. Descriptive statistics, correlations, and multiple regression modeling was conducted. Results found strong statistically significant, positive correlations between perceived QoL and AP ( r = 0.652, p < 0.01), with the perceived quality of life accounting for 42% of explained variance in administrative performance ratings. Among the QoL dimensions, psychological wellbeing was the best predictor, followed by social relations and environment. Notable limitations include the understanding of stakeholder views of QoL in leaders, cross-sectional between variables analysis limiting ability to establish causation, and researcher analyzing data of only one country limiting large conclusions. The results suggest perceived leader’s wellbeing is related to the effectiveness of leader AP, but we cannot say one caused the other. Overall, a unique study that provides empirical evidence that relates perceived QoL to AP in higher education is building the intangible capital of well-being, while identifying methodological limitations of a researcher measuring leader well-being from external observation.