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A1 الرقب، توفيق زايد محمد. AB This study aimed at identifying the degree of transformational leadership practice and its relation to the social responsibility of the academic leaders at King Saud University in light of the variables related to academic leaders (academic major, academic rank, post).To achieve the objective of the study, the researcher used two tools that were verified for their validity and reliability. The first for the transformational leadership and consists of 24 items and the second is for the responsibility of the community. It consists of 30 items to determine the degree of transformational leadership. The study’ sample consisted of 225 academic leaders at King Saud University in Riyadh in the second semester of the academic year 2016/2017-1437/1438. The researcher used the descriptive employing correlational method. The results of the study showed that academic leaders at King Saud University exercised the transformational leadership of the four dimensions (crismatical effect, personality care, mental stimulation, and motivational stimulation) to a medium extent from their point of view. The results also showed that the academic leaders of King Saud University bear the social responsibility of the three dimensions (responsible academic administration, responsible social management, and responsible self-management) to a high degree from their point of view, while exercising a moderately responsible inter-departmental management from their point of view. The results showed no statistically significant differences at (α ≥ 0.05) for the extent of the practice of transformational leadership attributed to the variables (academic major and academic level) for the post (the influence of the chrismatic and care of individuals) from the point of view of academic leaders at King Saud University. Also, the study showed a statistically significant relationship at the level of (α ≥ 0.05) for the dimensions (Mental stimulation and inspiring motivation) for the benefit of the averages of humanities majors in the variable of academic majors and professor and assistant professor in the variable of academic rank. The study also showed that there was no statistically significant effect at the level of (α ≥ 0.05) for the four transformational leadership due to the position variable. The results also showed that there were no statistically significant differences at (α ≥ 0.05) in the degree of community practice due to the variables (academic major, academic rank and post for social responsibility four dimensions (Responsible self-management, responsible academic administration, responsible social management and responsible inter-departmental administration) with the exception of the academic administration responsibility for the benefit of the vice dean in the variable post from the point of view of academic leaders at King Saud University. The results showed that there is a statistically significant relationship at the level of (α ≥ 0.05) between the degree of academic leaders' practice of transformational leadership and the level of social responsibility dimensions. The variable of societal responsibility for the dimension of responsible self-administration in partnership with the academic administration responsibility explained 55% of the variance of transformational leadership. Therefore, the degree of transformational leadership can be predicted from the dimension of social. The study concluded with several recommendations, the most important of which are: Designing programs for the development of leaders in institutions of higher education to include a technical approach that takes into consideration the best practices of transformational leadership and social responsibility and taking into consideration in appointing academic leaders at the university. (Published abstract) http://search.shamaa.org/abstract_en.gif ID 128035 OP ص ص. 117-140 T1 درجة ممارسة القيادة التحويلية وعلاقتها بالمسؤولية المجتمعية لدى القادة الأكاديميين بجامعة الملك سعود [مقال] UL 1 http://search.shamaa.org/fulltext.gif http://www.iijoe.org/v6/IIJOE_08_10_06_2017.pdf النص الكامل (PDF)