Purpose – The purpose of this study is to advance the literature on leadership by investigating the Full Range Leadership Model (FRLM) Bass and Avolio (1994-1997) in the context of the Colleges of Technology (CoTs) in Oman. Design/methodology/approach – In order to achieve the research objective and answer the research questions, a qualitative study was undertaken. The data was obtained by two methods, namely semi-structured interviews and focus groups. The semi-structured interviews were held with College Deans, Heads of Departments (HoDs) and teachers. The focus groups were carried out with seven groups of students from four CoTs. The data was analysed by a thematic approach, following the systematic steps outlined by Braun and Clarke (2006). Findings – Significant relationships were found between the transactional leadership approach and institutional theory (Isomorphism and legitimacy). The findings advance leadership knowledge by exploring the relationship between the components of FRLM, transformational and the transactional leadership approaches in hierarchical levels of leadership in the context of the CoTs in Oman. Both the Deans and the HoDs employed transactional leadership approaches to ensure compliance with the requirements of the Ministry of Manpower. Moreover, the study extended the leadership literature by exploring the interaction between leadership approaches of the Deans and the HoDs on multi-national teachers and Omani students. Originality/value – The originality of this research lies in its exploration of the relationship between transformational and transactional leadership approaches in hierarchical levels of academic leadership and its identification of the characteristics of effective leadership in HEIs from a multicultural perspective. / Ministry of Manpower (MoMP)

The problem of this study was to determine the nature of the perceptions of leadership behavior held by deans and directors of student development/student personnel services in Texas community/junior colleges. The directors were further identified as directors of counseling and guidance, student activities, admissions and records, financial aid, job placement, and health services. Deans and directors from all Texas community/junior colleges constituted the population for this group and were selected from college catalogs and a professional directory. Ranking and correlation techniques were used in the statistical analysis of data. Results indicated that leadership behaviors exist which are common to the field of student development/student personnel services, and that jurors generally agreed with deans and directors on those leadership behaviors which they perceived to be the most and least important to leadership. In addition, deans and directors agreed on those behaviors which they perceived to be the most and least important to leadership in their position and area of responsibility. Data revealed that deans and directors placed a high priority on collaborative-interactive type behaviors and a low priority on administrative-related behaviors.