Transformational Leadership Practices and Organizational Commitment : Higher Educational Institutions’ (HEIs) Public Image

The main objective of this research paper is to analyze the transformational leadership practices of administrators and organizational commitment of the faculty in relation to the public image of higher educational institutions. Specifically, the study was to analyze the four transformational practices of administrators and three areas of organizational commitment of faculty and how they were related to the public image of the higher educational institutions. This study made use of descriptive co-relational survey research design to find out the relationships of the variables. Survey questionnaires were used to gather the needed data. Respondents of the study were from ten selected private higher educational institutions in Region 12. Findings revealed that the relationship between transformational leadership practices of administrators and the organizational commitment of faculty, shows a moderate correlation between the administrators’ transformational leadership practices and that of faculty organizational commitment but statistically not significant. On the other hand, in terms of the correlation between organizational commitment of faculty and the public image of HEIs, data have shown that the organizational commitment of faculty and the public image of HEIs are found to have a very strong correlation and statistically significant