In a fast-paced competitive environment, public as well as private sector organisations of Pakistan are facing the dilemma of employee citizenship behaviours, motivation, job satisfaction and meaningfulness of workplaces (Ramlall, 2004). In the last two decades, Pakistan has displayed substantial growth in the higher education sector. There are 177 universities and degree awarding institutions in Pakistan scattered across its atlas and the quantity is rising at a high pace. Amongst the 177 universities, 103 are from public sector, while the remaining 74 have been established by the private sector. The government has also shown greater concern over the spending on university sector. A large number of initiatives have been taken to advance higher education. A significant development is noticeable in that a lot needs to be taken care of especially in terms of the commitment of teachers and their extra role behaviours. It is an undeniable reality that teachers in higher education play a central role in advancing and development of a society. With the increasing attention and reforms in this sector, teachers are not only responsible for teaching students, but they also have to carry out the duties of academic development and scientific research. Bearing in mind all these core functions performed, teachers are the central resource available to the universities as their performance and contributions are indispensable in achieving institutional goals. The leadership style of heads of departments is an integral factor that can have a positive and profound impact on the spirit de corps of teachers. The transformational leadership style was originally coined by Burns (1978) in his theory of transformational leadership that was advanced and refined by distinguished researchers like Bass (1985) and Avolio (1988) who label transformational leaders as farsighted and able to accomplish change. Transformational leaders inculcate satisfaction among followers, which stimulates the individuals to perform extra role behaviours (Jung and Yoon, 2012). Transformational leadership has developed as a relatively central might in leadership research since last 20 years. Transformational leadership is frequently discussed as a new paradigm theory or the new leadership tactic (Bryman, 1992). Transformational leaders set an example for the employees and motivate them to be creative and innovative. Researchers have identified that transformational leadership is pertinent to the academicians of higher education, i.e. transformational instructor leadership (Balwant, 2016). Bass (1985) in his book Leadership and Performance beyond Expectations has mentioned how transformational leaders inspire followers to achieve more than ordinary by making them realise their true potential. Transformational leadership places emphasis on a relationship-based performance which includes ethical practices, cooperation, healthy competition and an unselfish approach towards goal attainment (Bass and Riggio, 2006). In spite of the significance of impelling subordinates for leadership success, leaders in universities are usually not mindful of how powerful they can be, or obviously reflect their leadership style to inspire and stimulate employees, carry around additional determination and to escalate the performance of the universities. Paine and Organ (2000) describe that leaders could play an important part in boosting OCB of the employees. According to Bryant (2003), transformational leaders develop an environment which is favourable to creation, sharing and exploration of knowledge. Through the traits of inspirational motivation and individualised attention, transformational leaders develop willingness in employees to exhibit citizenship behaviours.

QUESTION ONE [40]

1.1 Discuss the characteristics of a transformational leader in a project management context. (20)

1.2 Discuss the characteristics of a leader in comparison to a manager. (10)

1.3 According to the excerpt, leaders develop an environment that is favourable for employees. With regards to this, discuss the methods project managers use for resolving overload. (10)