Effect of sustainable leadership practices on organizational commitmnet, self- efficacy and burn out of faculty in higher education institutions
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Date
2024-10-09
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UMT Lahore
Abstract
The objective of this study is to investigate the effect of sustainable leadership practices on organizational commitment, self-efficacy, and burn out of faculty in higher education institutions. The study also tries to find the most commonly emphasized leadership practices under the framework of sustainable leadership. The study participants include faculty members of both public and private sector universities in the Lahore district. The data was collected quantitatively from 281 faculty members using four questionnaires based on well-known models, such as the burnout inventory developed by Maslach, Meyer and Allen, Bandura's self-efficacy theory, and Hargreaves & Fink's seven principles of sustainable leadership. The findings revealed that sustainable leadership practices significantly lower burnout while raising faculty commitment and self-efficacy. The study additionally examined how these sustainable leadership practices varied among various demographic groups, emphasizing how crucial context is when putting sustainable leadership into reality. Notably, when presented with sustainable leadership practices, faculty members from private universities expressed higher levels of self-efficacy. Further, the study determined which precise practices—like mentorship and group decision-making—were most successful in raising faculty participation. The findings of this study show a strong correlation between organizational outcomes, in terms of faculty opinion, and sustainable leadership practices, especially when it comes to organizational commitment and self-efficacy within the educational settings of universities. University policymakers can use the findings to understand better how to support long-term sustainable leadership in order to maintain organizational stability and raise faculty performance.