vii
TABLE OF CONTENTS
CHAPTER
1
TITLE
PAGE
DECLARATION
ii
DEDICATION
iii
ACKNOWLEDGEMENT
iv
ABSTRACT
v
ABSTRAK
vi
TABLE OF CONTENTS
vii
LIST OF TABLES
xiii
LIST OF FIGURES
xvi
LIST OF ABBREVIATIONS
xvii
LIST OF SYMBOLS
xix
LIST OF APPENDICES
xx
INTRODUCTION
1
1.1
Introduction
1
1.2
Background of the Research
1
1.2.1
3
Iraqi Public Universities
1.3
Problem Statement
12
1.4
Research Questions
16
1.5
Objectives of the Research
17
1.6
Scope of the Research
17
1.7
Significance of the Research
18
1.8
Limitations of the Research
20
1.9
Operational Definitions
21
viii
1.9.1
1.9.2
1.9.3
1.10
2
Transformational Leadership
21
1.9.1.1
Idealized Influence Attributed
21
1.9.1.2
Idealized Influence Behavior
22
1.9.1.3
Inspirational Motivation
22
1.9.1.4
Intellectual Stimulation
22
1.9.1.5
Individualized Consideration
22
Job Satisfaction
23
1.9.2.1
Intrinsic Job Satisfaction
23
1.9.2.2
Extrinsic Job Satisfaction
23
Organizational Innovation
23
1.9.3.1
Product Innovation
24
1.9.3.2
Process Innovation
24
1.9.3.3
Administrative Innovation
24
1.9.3.4
Marketing Innovation
25
Organization of the Thesis
25
LITERATURE REVIEW
26
2.1
Introduction
26
2.2
Concept and Theoretical Foundations of
Leadership
27
2.2.1
Transformational Leadership Theory
30
2.2.2
Transformational Leadership Models
34
2.2.2.1
Full-Range Leadership Theory
Model
2.2.3
Role of Transformational Leadership in
Higher Education
2.3
35
Concept of Organizational Innovation
40
2.3.1
Diffusion of Innovation Theory
44
2.3.2
The Innovation Process
46
2.3.3
Role Organizational Innovation in Higher
Education
2.4
34
49
Job Satisfaction
50
2.4.1
51
Job Satisfaction Theories
ix
2.4.1.1
Factor Theory
52
2.5
Theoretical Framework of The Research
54
2.6
Hypothesis Development
59
2.6.1
Relationship between Transformational
Leadership and Job Satisfaction
2.6.2
60
Transformational Leadership and Job
Satisfaction and Organizational
Innovation
2.6.3
63
Differences between Iraqi public
universities vis-à-vis Leadership, Job
Satisfaction and Organizational
Innovation
2.7
3
Chapter Summary
64
65
RESEARCH METHODOLOGY
66
3.1
Introduction
66
3.2
Research Philosophy
67
3.3
Research Design
69
3.4
Mixed Method Research Design
72
3.4.1
Concurrent Triangulation
74
3.4.2
Motivation for Using Mixed Method
75
3.5
Research Population
76
3.6
Sampling
77
3.6.1
3.7
Sampling Procedures Employed in the
Quantitative Stage
78
3.6.2
Sampling Frame
79
3.6.3
Sample Size
3.6.4
Sampling design and Sample Size in
80
Qualitative Research
81
Measures of Study Variables
82
3.7.1
Demographics
83
3.7.2
Measurement for Transformational
Leadership
83
x
3.7.3
Measurement of Job Satisfaction
3.7.4
Measurement for Organizational
Innovation
86
3.8
Questionnaire Design
87
3.9
Questionnaire Translation
88
3.10
Pilot Test and Finalization of the Instrument
88
3.11
Scaling
90
3.12
3.11.1
Scale Reliability
92
3.11.2
Scale Validity
93
Semi-Structured Questions For Qualitative
Research
94
3.13
Data Collection
94
3.14
Data Analysis in Quantitative Research
95
3.14.1
Descriptive Statistics
96
3.14.2
Hypothesis Testing
96
3.14.2.1
Factor Analysis
97
3.14.2.2
Normality Test
97
3.14.3
Inferential Analysis
98
3.14.3.1
ANOVA
98
3.14.3.2
Correlation Analysis
99
3.14.3.3
Regression Analysis
100
3.14.3.4
Hierarchical Multiple
Regression (HMR)
3.15
3.16
4
85
100
Data Analysis in Qualitative Research
102
3.15.1
Qualitative Content Analysis
103
3.15.2
Coding and Displaying Data
104
Summary
105
ANALYSIS AND FINDINGS OF THE STUDY
106
4.1
Introduction
106
4.2
Descriptive Statistics for the Variables
107
4.3
Return and Usable Rate
108
4.4
Examination of Data Entry and Missing Data
109
xi
4.5
Assessment of Outliers and Normality
110
4.6
Demographics
112
4.7
Factor Analysis
113
4.7.1
Factor Analysis for Transformational
Leadership
114
4.7.2
Factor Analysis for Job Satisfaction
116
4.7.3
Factor Analysis for Organizational
Innovation
117
4.8
Reliability
118
4.9
Normality of the Factors
120
4.10
Construct Validity
120
4.10.1
Convergent Validity
121
4.10.2
Discriminant Validity
128
4.11
Testing the Assumption of Multivariate Analysis
on Job Satisfaction
4.11.1
129
Testing Assumption of Transformational
Leadership
130
4.11.1.1
Testing the Assumption of IIA
133
4.11.1.2
Testing the Assumption of IIB
135
4.11.1.3
Testing Assumption of IM
137
4.11.1.4
Testing Assumption of IS
139
4.11.1.5
Testing Assumption of IC
141
4.12
Multicolinearity
143
4.13
Hypotheses Tests
145
4.13.1
The Relationship of Transformational
Leadership and Job Satisfaction
4.13.2
4.13.3
4.14
145
The Moderation Role of Organizational
Innovation
148
The Differentiation among Iraq’s HEIs
158
Qualitative Analysis
164
4.14.1
Organizational Innovation
165
4.14.2
Innovations in Universities
170
4.14.3
University Leadership
176
xii
4.14.4
4.15
5
University Leadership and Organizational
Innovation
181
4.14.5
Job Satisfaction
186
4.14.6
University Competitiveness
191
Chapter Summary
198
DISCUSSION, CONCLUSION AND
RECOMMENDATIONS
199
5.1
Introduction
199
5.2
Recapitulation of the Study
200
5.3
Summary and Discussion of Results
203
5.3.1
Relationship between Transformational
Leadership and Job Satisfaction
5.3.2
203
Organizational innovation as a moderator
between Transformational Leadership and
job satisfaction.
5.3.3
206
Differences between Iraqi public
universities vis-à-vis Leadership, Job
Satisfaction and organization innovation
209
5.4
Conclusion of The Study
210
5.5
Contributions and Implications of The Study
212
5.5.1
Theoretical Implications
213
5.5.2
Practical Implications
218
5.6
Limitations of the Study
221
5.7
Future Directions
222
REFERENCES
Appendices A-L
224
246-300
xiii
LIST OF TABLES
TABLE NO.
TITLE
PAGE
1.1
Staff Statistics in Iraqi Public Universities
5
2.1
Definitions of Transformational Leadership
31
2.2
Definitions of Organizational Innovation
42
2.3
Definitions of Job Satisfaction
50
3.1
Elements of Worldviews and Implications for
Practice
3.2
67
Research Objectives, Research Questions and
Techniques
71
3.3
Types of Mixed Methods Designs
74
3.4
List of Public Universities in Iraq
76
3.5
Usable questionnaires received from the public
universities
3.6
81
Twenty Items For Variable of Transformational
Leadership
84
3.7
Twenty Items for Variable of Job Satisfaction
86
3.8
Sixteenth Items For Variable of Organizational
Innovation
3.9
87
Cronbach’s Alpha Scores For The Study’s
Constructs
90
4.1
Descriptive Statistics
107
4.2
Usable and Unusable Questionnaire Rates
109
4.3
Missing Data
110
xiv
4.4
Normality of the Data
111
4.5
Demographics of the Respondents
112
4.6
KMO and Bartlett’s Test for Transformational
Leadership
114
4.7
Factor Analysis of Transformational Leadership
114
4.8
The Rotated Component Matrix
115
4.9
KMO and Bartlett’s Test for Job Satisfaction
116
4.10
Factor Loadings of Job Satisfaction
116
4.11
KMO and Bartlett’s Test of Organizational
Innovation
117
4.12
Factor Loadings of Organizational Innovation
118
4.13
Cronbach’s Alpha for the Questionnaire
119
4.14
Skewness and Kurtosis of the Factors
120
4.15
Convergent Validity of Transformational
Leadership
121
4.16
Correlations for the items of IIA
122
4.17
Correlations for the Items of IIB
123
4.18
Correlations for the Items of IM
124
4.19
Correlations for the Items of IS
124
4.20
Correlations for the Items of IC
125
4.21
Correlations for the Items of Job Satisfaction
126
4.22
Correlations for the Items of Organizational
Innovation
127
4.23
Discriminant Validity
128
4.24
Multicolinearity Results
144
4.25
Correlations of Job Satisfaction-Transformational
Leadership
145
4.26
The Outcomes for the Proposed Hypotheses
146
4.27
The Regression of TL-JS
147
4.28
The Regression of Subscales of TL-JS
147
4.29
TL* OI on Job Satisfaction
149
4.30
Coefficients of TL*OI on Job Satisfaction
150
4.31
IIA* OI on Job Satisfaction
151
xv
4.32
Coefficients of IIA*OI on Job Satisfaction
151
4.33
IIB* OI on Job Satisfaction
152
4.34
Coefficients of IIB*OI on Job Satisfaction
153
4.35
IM* OI on Job Satisfaction
154
4.36
Coefficients of IM*OI on Job Satisfaction
154
4.37
IS* OI on Job Satisfaction
155
4.38
Coefficients of IS*OI on Job Satisfaction
156
4.39
IC* OI on Job Satisfaction
157
4.40
Coefficients of IC*OI on Job Satisfaction
157
4.41
the Results of Testing Hypotheses
158
4.42
The Mean of Transformational Leadership of
Universities
4.43
The ANOVA Outcomes for Transformational
Leadership
4.44
159
160
The Mean of Job Satisfaction among the
Universities
160
4.45
The Outcomes of ANOVA for Job Satisfaction
161
4.46
The Mean of Organizational Innovation for the
Iraq’s HEIs
4.47
162
The Outcomes of ANOVA Test for Organizational
Innovation
163
4.48
The Results of Hypotheses
164
4.49
Codes for University Interview Respondents
165
xvi
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
2.1
Theoretical Framework of the Study
59
4.1
Conceptual Framework of the Study
129
4.2
Normality of Transformational Leadership on
Job Satisfaction Using a Residual Histogram
4.3
131
Normality of Transformational Leadership on Job
Satisfaction
Using
Normal
Probability
Plot
Regression Standardized Residual
131
4.4
Linearity of Transformational Leadership on JS
132
4.5
Homoscedasticity of Transformational Leadership
on Job Satisfaction
133
4.6
Testing Assumption of IIA on Job Satisfaction
134
4.7
Testing Assumption of IIB on Job Satisfaction
136
4.8
Testing Assumption of IM on Job Satisfaction
138
4.9
Testing Assumption of IS on Job Satisfaction
140
4.10
Testing Assumption of IC on Job Satisfaction
142
4.11
The Average of Transformational Leadership
among the Universities
4.12
The Average of Job Satisfaction among the
Universities
4.13
4.14
159
161
The Average of Organizational Innovation among
the Universities
163
Summary of Interview Respondents’ Views
197
xvii
LIST OF ABBREVIATIONS
TL
-
Transformational Leadership
IIA
-
Idealized Influence
IIB
-
Idealized Influence
IM
-
Inspirational Motivation
IS
-
Intellectual Stimulation
IC
-
Individualized Consideration
OI
-
Organizational Innovation
PT
-
Product Innovation
PS
-
Process Innovation
A
-
Administrative Innovation
M
-
Marketing Innovation
JS
-
Job Satisfaction
IJS
-
Intrinsic Job Satisfaction
EJS
-
Extrinsic Job Satisfaction
MOHESR
-
Ministry of Higher Education and Scientific Research
NAFHE
-
National Agency for Higher Education
UNESCO
-
United Nation’s Educational, Scientific and Cultural
Organization
HEIs
-
Higher Education Institutes
OECD's
-
Organization of Economic Co-operation and Development
LPS
-
Least Preferred co-worker
FRLT
-
Full Range Leadership Theory
LMX
-
Leader-Member Exchange
NPM
-
New Public Management
MLQ
-
Multifactor Leadership Questionnaire
xviii
JDI
-
Job Descriptive Index
JDS
-
Job Diagnostics Survey
JIG
-
Job in General
MSQ
-
Minnesota Satisfaction Questionnaire
R&D
-
Research and Development
PA
-
Path Analysis
ML
-
Maximum Likelihood
P
-
P value
ANOVA
-
Analysis of Variance
xix
LIST OF SYMBOLS
%
Percentage
α
Alpha Cronbach
Ƒ
Frequency
β
Greek Small Letter Beta
≤
Less Than or Equal To
≥
Greater Than or Equal To

Asterisk
;
Semicolon
:
Colon
\
Reverse Solidus
χ2
Chi-square
DF
Degree of Freedom
-
xx
LIST OF APPENDICES
APPENDIX
TITLE
PAGE
A
Questionnaire
246
B
Profiles of Sample
260
C
Normality Assessment
263
D
Results of Reliability Analysis
265
E
Results of Validity Analysis
268
F
Descriptive Statistics
272
G
Results of Factor Analysis
273
H
Testing The Assumption of Multivariate Analysis
281
I
Results of Hypotheses Tests - Correlations
287
J
Results of Hypotheses Tests- Regression Moderator
288
K
ANOVA Outcomes
297
L
List of Publications
300