Role of leadership styles in connecting quality culture and university performance: a higher education perspective from Saudi Arabia

Abstract

PurposeThis study examines the influence of quality culture (QC) on university performance (UP) within the higher education (HE) context of Saudi Arabia, exploring the mediating roles of transformational (TFL) and transactional leadership (TNL) styles.Design/methodology/approachThe study utilizes a cross-sectional survey approach, collecting data through online surveys from administrators representing public and private universities in Saudi Arabia. Data analysis is conducted using PLS-SEM.FindingsThe findings indicate that QC exerts a notable direct influence on UP, along with an indirect effect mediated by TFL and TNL. Additionally, the influences of TFL and TNL on UP are statistically significant. However, the effect of TNL on UP and its role as a mediator in the QC-UP relationship demonstrate partial significance.Research limitations/implicationsThis study enriches the theoretical comprehension of quality assurance in HE by incorporating QC as a dynamic capability within Dynamic Capability Theory and TL and TFL as valuable resources within Resource-Based View theory. However, limitations such as a cross-sectional design and reliance on input solely from university administrators must be acknowledged.Practical implicationsThe study offers practical insights for policymakers, administrators, and quality managers, emphasizing the economic benefits of robust QC in universities. It highlights QC's impact on policy, curriculum development, and public trust, advocating tailored strategies to improve efficiency and collaboration, crucial for overcoming bureaucratic barriers, especially in public universities.Originality/valueThe originality of this study lies in introducing TFL and TNL as mediators between QC and UP within a university setting.