Organizational Performance Assessment System through Integrating the Full Range Leadership Model in Moroccan Higher Education: PLS-SEM Study

This study undertakes quantitative research using the Full Range Leadership as a measurement model to depict the various patterns and ramifications of the leadership style in Moroccan public universities. For this thesis, survey research has been deemed adequate for conducting a quantitative study. Therefore, semi-structured questionnaires have been administered to collect data systematically. The survey strategy has a unique possibility to account for higher education performance based on a designated population (senior executives, managers, administrators, academics, etc.) in predetermined settings (universities) during a particular point in time (the duration of data collection). The structural equation modeling (SEM) path modeling approach has been implemented to account for the statistical data by running the Smart PLS 3 software. This paper attributes a positive effect on leadership style to transformational style and effectiveness. In contrast, it associates a negative influence on employee performance with the transactional and passive-avoidant (laissez-faire) leadership styles. Therefore, the findings related to idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation manifested positive correlations between these practices and employee performance. However, the findings depict the three subscales of transactional leadership: Contingent Reward, Management-by-Exception (active), and Management-by-Exception (passive), as conducive to the negative perception of the employees to their leaders, which leads to inferior performance on the part of the university administrators, middle managers, and subordinates.