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A Transformational Leadership Platform in Community Colleges in Jamaica
Abstract
It is important to determine the relevance of the theory of transformational leadership and the way college leaders motivate their subordinates in community colleges in Jamaica. This chapter examines the impact of gender differences, empowerment, power, and trust on subordinates' motivation. Subordinates and their leaders employed by community colleges in Jamaica were the population for the study. The researcher compared data collected from these individuals using the multifactor leaders questionnaire (MLQ). The researcher analyzed data to test hypotheses and describe trends. The purpose of this chapter is to provide readers, organizational leaders, and future researchers with empirical evidence of the relationship between transformational leadership and subordinates' motivation. The results of this chapter highlight the importance of transformational leadership to the motivation of subordinates. Findings and conclusions also explain the impact of contemporary leadership issues prevalent in the twenty-first century, particularly employee empowerment and gender differences in leadership. There was no difference between male and female leaders in terms of their influence in motivating subordinates in Jamaican colleges. There was a significant difference between empowered and non-empowered subordinates in terms of their levels of motivation in Jamaican colleges. There was no difference between power sources of male and female leaders when motivating subordinates in Jamaican colleges. Finally, there was a significant difference between leaders who inspire trust and those who do not in motivating subordinates in Jamaican colleges.
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