University academics’ thinking styles and perceived leadership styles: implications for university management

A substantial body of research demonstrates that thinking styles influence multiple dimensions of human behaviour and performance. However, it remains unclear whether or not thinking styles can predict the leadership styles individuals perceive their leaders to exhibit. Drawing on Sternberg’s theory of mental self-government and Bass and Avolio Full Range Leadership Theory, this study aimed to examine the relationship between thinking styles and academics’ perceived leadership styles. A cross-sectional survey with a convenience sample of 411 academics (men: N = 310; women: N = 101) from four Tanzanian universities responded to Thinking Style Inventory (TSI-R2) and Multifactor Leadership Questionnaire (MLQ-5x) short. Hierarchical multiple regression analysis was performed to detect significant predictors of academics’ perceived leadership styles. Results showed that both Type I and II thinking styles meaningfully predicted academics’ perceived leadership styles. More importantly, the present research has provided new and critical insights from which academics’ perceived leadership styles can be understood through the lens of one’s thinking styles. At the same time, the present research pledges an interdisciplinary dialogue across three academic fields of higher education, psychology, and leadership studies.