Purpose-driven leadership and organizational success: a case of higher educational institutions
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 23 July 2021
Issue publication date: 11 August 2021
Abstract
Purpose
This paper aims to examine the relationships between organizational purpose, leadership practices and sustainable outcomes for universities in emerging economies. We propose that a strong sense of purpose is a fundamental and defining feature in the leadership practices of these institutions, which ultimately contributes to their success.
Design/methodology/approach
The authors present a research model that defines the relationships between a sense of purpose, leadership practices, student success outcomes, alumni involvement outcomes and societal reputation outcomes. Over 200 higher education administrators in India participated in the study.
Findings
The institutions' sense of purpose directly relates to their leadership engagement practices and their student success outcomes. Student success outcomes are a crucial linkage between leadership engagement practices and alumni involvement outcomes to achieve their societal reputation.
Practical implications
As competitiveness intensifies, educational institutions under resource constraints must differentiate their organizational practices. This paper demonstrates how their core purpose and leadership actions result in achieving effective outcomes and overall sustainable societal reputation.
Originality/value
There is a significant difference between having an organizational purpose and enacting that purpose through their leadership practices. These results highlight the cascading effect from the institution's fundamental sense of purpose to their leadership practices and the positive outcomes of student success, alumni involvement and societal reputation.
Keywords
Citation
Hong, P.C., Chennattuserry, J.C., Deng, X. and Hopkins, M.M. (2021), "Purpose-driven leadership and organizational success: a case of higher educational institutions", Leadership & Organization Development Journal, Vol. 42 No. 7, pp. 1004-1017. https://doi.org/10.1108/LODJ-02-2021-0054
Publisher
:Emerald Publishing Limited
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