THE INFLUENCE OF MULTIPLE VARIABLES ON THE PRACTICES OF TRANSFORMATIONAL LEADERSHIP IN GOVERNMENT TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING COLLEGES IN SIDAMA REGIONAL STATE

Abstract

The objective of this study was to identify the influence of multiple variables on the practices of transformational leadership with reference to government technical and vocational education and training colleges in Sidama National Regional State, Ethiopia. To this end, the researcher employed a convergent parallel design of mixed research to achieve this objective. For the quantitative method, a total of 303 sample respondents were selected proportionately using the random sampling techniques from the nine Sidama national regional state of public TVET colleges, which were selected using cluster random sampling techniques. For the qualitative method, a total of 126 sample participants were selected purposefully using the snowball method. The qualitative data were collected through semi-structured interviews, focus group discussions, and open-ended items. The statistical package for social science, version 26, was then used to conduct both descriptive and inferential statistical analyses. The quantitative data were analyzed using descriptive and inferential statistics. The researcher then used thematic approaches to analyze the qualitative data. Two ordered logistic regression models were employed to predict the effect of independent variables on the response variable, which was transformational leadership practices. The findings revealed that transformational leadership practices and their elements were attempted by the TVET colleges but were not effective. The actual practices of leading transformational leadership, such as creating a climate of change in their colleges, engaging and enabling the whole community, and implementing and sustaining transformational practices in their colleges, were found to be of moderate status and almost close to failure. Furthermore, staff commitment to transformational leadership practice is low, which is why there is a lack of complementary and poor communication among the practices of transformational leadership initiatives. Moreover, there was a less conducive work environment, and the reaction was passive resistance as well as the availability of resources that influenced the practices of transformational leadership in TVET colleges. Finally, the study showed that the regression analysis of models one and two showed that out of six independent variables incorporated in the model, all multiple variables—staff commitment, leaders’ competence, availability of resources, interaction with the environment, employee motivation, and information and communication technology—were statistically significant, respectively. Based on the findings, it was concluded that transformational leadership practices were at their moderate status in Sidama National Regional State in Ethiopia's public TVET colleges. Hence, it was recommended that all stakeholders be supported, and transformational leadership practices initiatives should be implemented in the TVET colleges