Management Capability on Transformational Leadership for Sustainable Development of Private Universities in Guangxi Province, China
Keywords:
Guangxi province; management capability; private universities; sustainable development; transformational leadershipAbstract
In response to China’s demographic shifts, enrollment pressure, and growing competition in higher education, this study examines how management competency influences transformational leadership, which promotes the long-term development of private universities in Guangxi Province. The study, which follows the “management capability–transformational leadership–sustainable development” conceptual framework, examines how administrators’ knowledge, skills, and attitudes influence leadership behaviors and institutional outcomes. Data was collected by a questionnaire survey of 300 administrators from 27 private institutions in Guangxi Province. Structural Equation Modeling (SEM) was used to evaluate the predicted correlations between the constructs. The findings indicate that management talent has a significant favorable impact on both organizational and individual-oriented transformative leadership. These leadership orientations have a substantial positive impact on universities’ long-term development, particularly in terms of governance effectiveness, faculty motivation, and academic excellence. Furthermore, both parts of transformational leadership contribute to a more balanced relationship between management capability and long-term growth. The study contributes to the field of higher education governance by identifying the transformative mechanism that translates management aptitude into leadership behaviors and long-term institutional sustainability. In practice, the findings offer evidence-based recommendations for university leaders to strengthen strategic and relational leadership capacities, as well as policy implications for designing differentiated support mechanisms to promote sustainable development and innovation in private universities in China’s border regions.
https://doi.org/10.26803/ijlter.25.3.48
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