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Transformational leadership takes Majan to the top of the class: College wins string of prizes for good business practice

Ahmed Albulushi (Assistant Dean and Senior Lecturer in the Business Faculty of Majan University College, Sultanate of Oman.)
Sadiq Hussain (Professor of Information and Communication Technology, and Coordinator for Research and Development, at Majan University College, Ruwi, Muscat, Sultanate of Oman.)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 21 March 2008




This paper aims to detail the human resource management practices that have helped Majan College, Oman, to win a string of prizes for total quality management.


The paper outlines the characteristics of four main leadership styles – transformational, authoritarian, participative and delegative – and describes the benefits the college has gained by, in the main, practicing transformational leadership.


The paper shows that, when transformational leadership is practiced, team members believe that their leaders care about them as people, rather than as a means to an end; leaders pay close attention to team members' need for achievement and personal growth, creating an environment in which team members feel that they are pursuing meaningful goals; and leaders gain credibility and respect by “walking the talk”.

Practical implications

The paper provides useful information on the advantages and disadvantages of various leadership styles, when practiced in an academic environment.


The paper reveals that other leadership styles also have their part to play. In particular, authoritarian leadership can help when there is an urgent need to: ensure tasks are completed on time and within the financial budget; meet accreditation and quality requirements; and meet student needs.



Albulushi, A. and Hussain, S. (2008), "Transformational leadership takes Majan to the top of the class: College wins string of prizes for good business practice", Human Resource Management International Digest, Vol. 16 No. 2, pp. 31-33.



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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