Email this article RELATIONSHIP BETWEEN INTERACTING VARIABLES AND LEADER BEHAVIOR AT VIETNAM OPEN UNIVERSITY SYSTEM
About this article
Published: 15/12/18Authors
Nguyen Phuong Hiep
, Hanoi Open University
Abstract
Leader behavior in the Industry 4.0 should be established more effectively when Vietnam Open University system (VOUS) has cooperated with numerous media companies to support distance learning, lifelong learning and closely collaborated with many universities, colleges and continuing education and training centers in the country and in the United Nations Educational, Scientific and Cultural Organization throughout the world (UNESCO, 2002) [1]. Thus, the research of relationship between interacting variables and leader behavior of personnel at VOUS is necessary to collect data from the leaders and subordinates at VOUS to propose some recommendations for improving leader behaviors’ effectiveness. In the survey questionnaires, the author identified a significant correlation between the attributes of subordinates (age, gender, qualification, rank, experience and length of service under the current supervisor) and their job satisfaction, job performance. The study has proposed the strategy to satisfy various learning demands and made a contribution in enhancing potentials and capacities for leaders of VOUS in effectively implementing various and flexible training modes such as distance and online training ones. Especially, the study has offered a proposal for the Ministry of Education and Training to permit VOUS to fully develop independent, autonomous and self-responsible mechanisms in terms of financial and operational scope and recruitment training scale.
Keywords
References
1. UNESCO (2002), “Education for All: Is the world on track?”, EFA Global Monitoring Report, 8.
2. Budhwar, P.S. (2003), “Employment relations in India”, Employee Relations, 25(2), pp.132- 148.
3. Tordera, N., Gonzalez-Roma, V. and Peiro, J.M. (2008), “The moderator effect of psychological climate on the relationship between leader-member exchange (LMX) quality and role overload”, European Journal of Work and Organizational Psychology, 17, pp.55-72.
4. Rika Yorozu (2017), “Lifelong learning in transformation: Promising Practices in Southeast Asia”, UIL Publications series on Lifelong learning policies and strategies, No 4, 20-22, 43-44.
5. Avolio, B. J. & Bass, B. M. (1999), “Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire”, Journal of Occupational & Organizational Psychology, 72, pp.441-462
6. Avolio, B.J., Bass, B.M.,&Jung,D.I.,(1999), “Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire”, Journal of Occupational and Organizational Psychology, 72, pp. 441- 462.
7.Humphreys, J. H. (2002) & Avolio, B. J., Bass, B. M. (2004). ... Bass and Stogdill's handbook of leadership: Theory, research and managerial applications (4th).Free Press, a Divisions of Simon & Schuster, Inc 1230 Avenue of Ameriacs, New York, NY 10020.
8. Singh K. (2007), Quantitative Social research method. Sege publication India Pvt. Ltd. Delhi and printed at Chaman Enterprises, New Delhi.
9. Hunk S.W. (2012), Reading Statistics and Research (7th Ed),Boylston Street,Boston.
10.Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2010), Business research methods (8th ed.). Mason, HO: Cengage Learning.
11. The Resolution of the 8th Plenum of the 11th Central Committee of the Communist Party of Vietnam on the fundamental and extensive renovation of Education (2013).
12. The Law on Education passed by The National Assembly (2009).
Refbacks
- There are currently no refbacks.