the role of servant leadership in achieving excellence

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THE ROLE OF SERVANT LEADERSHIP INACHIEVING EXCELLENCE PERFORMANCE INTECHNICAL COLLEGES-PROVINCES OF GAZA

STRIPAmal A. Al Hila, Mazen J. Al Shobaki

To cite this version:Amal A. Al Hila, Mazen J. Al Shobaki. THE ROLE OF SERVANT LEADERSHIP IN ACHIEVINGEXCELLENCE PERFORMANCE IN TECHNICAL COLLEGES-PROVINCES OF GAZA STRIP.International Journal of Management Research and Business Strategy, IJMRBS, 2017, 6 (1), pp.69-91.�hal-01571279�

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This article can be downloaded from http://www.ijmrbs.com/currentissue.php

Int. J. Mgmt Res. & Bus. Strat. 2017 Amal A Al hila and Mazen J Al Shobaki, 2017

THE ROLE OF SERVANT LEADERSHIP INACHIEVING EXCELLENCE PERFORMANCE INTECHNICAL COLLEGES-PROVINCES OF GAZA

STRIP

This paper aims to indicate the role of servant leadership in achieving Excellence Performancefrom the perspective of workers in technical colleges. The researchers used the descriptiveand analytical approach, and the population of the study teaching at the technical college facultymembers (Palestine Technical College, and the University College of Science and Technology),and the study tool is a questionnaire applied to a simple random sample were distributed (120)to identify the study sample was obtained at (111) questionnaire at rate of (92.5%). The resultsof the study showed the followings: the presence of a statistically significant relationship at thelevel of ( < 0.05) between the servant leadership and achieve Excellence Performance intechnical college’s governorates of Gaza Strip. There are statistically significant differences at( < 0.05) among respondents responses about Servant Leadership and achieve ExcellencePerformance in technical colleges governorates of the Gaza Strip due to Faculty variable, and infavor of (the University College of Science and Technology), while there are no significantdifferences due to the qualification and years the service. One of the most importantrecommendations: the need to choose university leaders, according to objective criteria ofscientific and administrative, and prepared so that those leaders will become one of the factorsthat contribute to the success of any educational change that is advantageous, so to help providea regulatory environment that encourages innovation and renewal. The need to pay highereducation institutions management special attention to all elements of the work environment asan important variable contributing to the impact on the job performance of employees, which willlead to higher morale and increase their loyalty and belonging to the institution, and the introductionof successful models globally.

Keywords: Servant Leadership, Excellence Performance, Technical Colleges, Gaza Strip

INTRODUCTIONFacing organizations today’s environmental1 Assistant Professor in Department of Management and Financial Business, Palestine Technical College, Dair Al Balah, Gaza-Strip,

Palestine.

Int. J. Mgmt Res. & Bus. Strat. 2017

ISSN 2319-345X www.ijmrbs.comVol. 6, No. 1, January 2017

© 2017 IJMRBS. All Rights Reserved

conditions are complex and changing with theincreasing cases of non-environmental sure that

Amal A Al hila1* and Mazen J Al Shobaki1

*Corresponding Author: Amal A Al hila,[email protected]

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have become salient feature of this era, whichrequired the need to have the institutions to havehigh potential which able to cope with the factorsaffecting the performance, for the purpose ofachieving the continuity and growth must be theavailability of human resources, characteristicsand attributes of a creative, as well as the needfor leadership in the organization is able toachieve its objectives and continue withdistinction and success by seeking to abandonthe traditional concept of leadership and exit fromthe central scope to adopt new patterns,encourages collaborative work and is interestedin giving powers and enable employees.

Leader servant is a modern style, throughwhich the commander enable his staff rather thancontrol them, as means of persuading theminstead of forcing them, in addition to encouragehis staff to participate and to be creative and toachieve consensus within the team work, as itdoes not seek private privileges, or that theaccomplishments attributed to himself, but thinkof how to help others in order to achieveorganizational goals (Alcala, 2009).

These organizations differ in their responseto the changes and respond to the challengestaking place in the internal or externalenvironment, and how they meet to provide high-quality goods and services tailored to customers’expectations and aspirations of investors,depending on the quality and characteristics ofhuman resources. Therefore, this requiresbuilding leadership capable of achievingleadership through attention to multiple,interrelated elements among them, with aparticular focus on policy reform based on localinsights. Provide an environment whereuniversities and colleges that operates on thebasis of equal opportunity, they enjoy the

protection of all their rights, and apply the samerules to everyone. From here this study was todetect the role of Servant Leadership in achievingExcellence Performance under the blockade onGaza hypotheses intense competition.

RESEARCH PROBLEMThe research problem in exceptionalcircumstances experienced by the blockade ofthe Gaza Strip, the wars, the absence of control,and the subsequent increase in the number ofuniversities and colleges in the private sector, inaddition to being the decision maker, which helpedto provide many facilities for students, and in turnreflected negatively on the ability of universitiesand government colleges in the Gaza Strip toemulate the private sector in the preparation,services and facilities granted to students. Thatrequires there be a conscious leadership whichis able to harness all its capabilities to continueto try and keep up with international universities,colleges, and to reach excellence in all fields.

Based on the previously determined searchproblem by asking the next main question: Whatis the role of the servant leadership in achievingExcellence Performance among employees intechnical colleges-governorates of the GazaStrip?

It stems from the following sub-questions:

1. What is the availability of Servant Leadershipproperties (listening, community building,commitment of the growth of others, wisdom)in technical colleges - governorates of theGaza Strip from the perspective of employees?

2. To what extent Excellence Performance intechnical colleges in the following areas(faculty, students, scientific research, Localcommunity) from the perspective ofemployees?

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3. What is the relationship between the ServantLeadership and achieving ExcellencePerformance in technical colleges -governorates of the Gaza Strip?

4. Are there significant differences betweenrespondents’ responses about ServantLeadership and achieving ExcellencePerformance in technical colleges -governorates of the Gaza Strip due to personalvariables (educational qualification, college,years of service)?

RESEARCH VARIABLESThe dependent variable: Excellence Performance(faculty, students, scientific research, Localcommunity).

Independent variable: Servant Leadership.Branching off from it:

1. Listening.

2. Building Society.

3. Commitment of the growth of others.

4. Wisdom.

RESEARCH HYPOTHESESH1: There is a statistically significant relationshipbetween servant leadership and achievingExcellence Performance in technical colleges -governorates of the Gaza Strip.

This leads to the following first sub-hypothesisin this study:

h1-1: There is a statistically signif icantrelationship between listening and achievingExcellence Performance in technical colleges -governorates of the Gaza Strip.

h1-2: There is a statistically signif icantrelationship between community building and

achieving Excellence Performance in technicalcolleges - governorates of the Gaza Strip.

h1-3: There are statistically significant relationshipbetween the commitment of developing othersand achieving Excellence Performance intechnical colleges - governorates of the GazaStrip.

h1-4: There are statistically significant relationshipbetween wisdom and achieving ExcellencePerformance in technical colleges - governoratesof the Gaza Strip.

H2: There are statistically significant differencesbetween the respondents’ responses aboutservant leadership and achieving ExcellencePerformance in technical colleges- governoratesof the Gaza Strip due to personal variables(college, educational qualification, years ofservice).

RESEARCH GOALSThe study aims to highlight the role of servantleadership in achieving Excellence Performancein technical colleges - governorates of the GazaStrip, through the achievement of the followingobjectives:

1. Determine the availability of servant leadershipproperties in technical colleges - provinces ofthe Gaza Strip from the perspective ofemployees.

2. The extent of Excellence Performance (faculty,students, scientif ic research, Localcommunity) in technical colleges from theperspective of employees.

3. Disclosure of the relationship between servantleadership and achieve ExcellencePerformance technical colleges governoratesof the Gaza Strip.

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4. State statistical differences betweenrespondents’ responses about servantleadership and achieve ExcellencePerformance in technical colleges -governorates of the Gaza Strip, according topersonal variables (educational qualification,college, years of service).

RESEARCH IMPORTANCEThe study draws its importance from the subjectmatter, so it can determine the significance ofthe study in the following aspects:

1. Highlight the theoretical importance of the studyof science enrichment which is adding in theareas of Servant Leadership concepts andExcellence Performance and to clarify therelationship between them.

2. This study derives its importance from the vitaltheme of the relative rarity, especially in Arabliterature study, where this subject is ofscientif ic and practical modernity andexcellence alike.

3. Enables educational institutions to adapt andinteract with rapid environmental changes andtransformations intense competition byfocusing on excellence in performance anduser satisfaction and lasting development.

4. Understand the vital role played by the servantleadership in supporting the employees andmotivate them for creativity, excellence andaltruism of employees, which has a dramaticimpact on the achievement of institutions ofexcellence.

5. Drew the attention of decision makers in theeducation sector to the need to know the roleof Servant Leadership in achieving ExcellencePerformance, and in the light of the findings ofthe study and utilization in applied field.

Search LimitsPlace Limitation: The study is limited to technicalcolleges in the Gaza Strip, (Palestine TechnicalCollege, Science and Technology UniversityCollege).

Human Limitation: The members of theacademic staff in technical colleges in the GazaStrip.

Time Limitation: The study was conducted andpreliminary data collected and statistical analysisperformed during the year (2016).

Subject Limitation (Academic): The study waslimited to the organizational excellence in thePalestinian technical colleges in the Gaza Strip.

Previous StudiesPrevious studies dealt with a number of servantleadership studies, the study of (Abu Tenahet al., 2007) showed that managers and directorsexercising servant command a high degree oftheir point of view, and moderately from thestandpoint of their teachers and their teachers.The study of (Nada, 2012) showed that there is astrong positive link between the characteristicsof the servant leadership. The views of theresearch sample elements about servantleadership characteristics are in agreement in the(building society, commitment to the growth ofothers, insight, listening and empathy, persuasionof others) differed in (awareness, developmentof self and others, the security agency of others).The study of (Ajwa, 2010) proved that there wereno statistically significant differences between thedifferent business segments agreement on theavailability of servant leadership requirements. Itturns out that the key leaders of businessorganizations practices can be divided into twomain groups, the first one is low-practices andthe second is medium practices for servant

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leadership and its axes. It turns out there is noagreement between the business sectors of theorganizations on the availability of all servantleadership axes of organizational management,wisdom and altruism, emotional containmentdesign disguised plans and sub-variants of thesethemes. The study of (Hiatt, 2010) showed someservant leadership properties availability is weaksuch as listening to others and sympathy andattention to their opinions when formulating thestrategic vision, as evidenced by the unavailabilityof many of the servant leadership characteristicswith those in charge of American schools thataim to make a profit. The most important of thesecharacteristics which is not available are(persuasion and commitment to build acommunity, and commitment to the developmentof others). The study of (Jenkins and Stewart,2010) showed that a change of managers of themethods of leadership and using the principlesof servant leadership has led to a positiveimprovement in the performance of their nursingduties as well as higher job satisfaction for theseemployees. The study of (Mustafa, 2015) haveshown that there is a trace of the characteristicsof servant leadership on the quality of workinglife, also it showed that there are differencesbetween the public sector banks and privatesector banks in terms of servant leadershipcharacteristics. The study of (Boyum, 2012) hasconcluded that the components for the servantleadership being identified by the commander andsubordinates and evolve over time and thatdevelopmental stage like the behavior of theindividual, and the resulting relational interactionbetween the servant leader and his employeescharacterized by justice. The study of (Rashidand Mattar, 2014) has shown that there is a strongcorrelation between the servant leadership andthe variable dimensions of citizenship behavior,

also showed a positive effect of the relationshipbetween the moral dimensions of servantleadership and dimensions of combinedcitizenship behavior. A study of (Huang andOthers, 2014) showed that there is a positiverelationship between the leadership and thediscovery of innovations optimal exploitation ofthe new project performance, and the presenceof the impact of leadership on the new projectperformance in terms of their impact on theorganization of the new project is not limited, butbeyond that to achieve Excellence Performance.But the study of (Abdel Rasoul and Abdul Alsadaa,2012) showed a correlation between the impactand correlation characteristics of servantleadership and confidence in the leadership,which means that a commander to meet theneeds of the employees as possible to contributeto the promotion of employees confident in hisabilities and knowledge to the success of thedepartment. The study of (Atallah, 2015) haveshown the availability of servant leadershipdimensions significantly in the upper levels ofmanagement, and moderately in Central andsupervisory levels of management, also showeda strong positive correlation between servantleadership dimensions and self-developmentrelationship.

The studies on performance excellence,including a study of (Ibrahim, 2013) which showedthat there is a correlation and impact of astatistically significant between the functionalquality of life variable and characteristics variableof excellence in the academic performance withinthe university. The study of (Shaban, 2010)showed that there is a positive correlationrelationship between organizational justice andthe university Excellence Performance variables,as the results showed that the scientific research

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variable came in first place in terms of importance,followed by community service variable and thirdquality improvement variable, finally cut costs andincrease profits variable. The study of (Abbas,2011) has shown that there is an impact of thegradual change strategy on the ExcellencePerformance while there is no effect on radicalchange of strategy on the ExcellencePerformance. The study of (Al-Naimi et al., 2010)has concluded that the application of performancestandards dimensions leads to the achievementof excellence in higher education institutions, alsoit showed that there is interest in the followingperformance criteria: (leadership, strategicplanning, focusing on students, focusing on bodyteaching, and infrastructure development,activation of R&D activities, and the developmentof partnerships with public and private sector).The study of (Haddad and Joudah, 2015) haveshown that the average culture of excellence was(4.08), and the results of the study showed thatthere is a significant effect of the culture ofgovernmental institutions of excellence in winning

the award in the application of the approvedevaluation criteria in the award.

The Theoretical Framework of theResearch

Servant LeadershipLeadership is influencing people to participatewillingly in achieving the goals of the institution,where it begins with a natural tendency to serveothers, followed by a driving force to do that, andServant Leadership style first appeared in theearly seventies of the last century in an article forGreenleaf in (1970) entitled “servant leader(Jennings, 2002), where many of the studiesagreed that Servant Leadership start from themotivation to serve others, as it consists of a setof elements that aim to service whole society(Krekeler, 2010). The following is a review of themost prominent Servant Leadership definitions.

Definition of Servant LeadershipThe researchers believe that the ServantLeadership is leadership that harnessed all its

S. No. Researcher Year Concept

1. Sims 1997The type of leadership that respects the dignity of the individual and would raise and flashes it as

much as possible creative innate tendency for leadership.

2. Lubin 2001

Understanding and practice of leadership put the interests of subordinates by their interest, and thuselevate the value of individuals and their development, and building a sense of community, and the

practice of authenticity, and the participation of subordinates in strength and stature. All thatcommon for the benefit of everyone in the organization, and the organization as a whole, and for

those who serve the organization.

3. Patterson 2003Leadership, where leaders serve their subordinates with great focus, and they shall be the primary

concern, and then the affairs of the institution and issues as the second concern.

4. Spears andLawrence

2004An attempt to improve personal growth of employees and improve the quality of care in

organizations through collective action and participation in decision-making and the development ofethical behavior process.

5. Hill 2008 Philosophy process pursued by the commander in supporting others who work to serve them.

6. Alcala 2009 The commander uses force at his disposal to help and serve others.

7. Mustafa 2015That leadership, which seeks to serve and help others and influence them by creating a work

environment based on trust and appreciation even worked enthusiastically and seriously so as toachieve common goals.

Table 1: It Illustrates the Most Prominent Servant Leadership Definitions

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possibilities and capabilities to serve thesubordinates and the parties directly concernedwith the institution.

Servant Leadership CharacteristicsProperties of Servant Leadership addressed byresearchers are varied and different. Thedifference is due to the nature of the environmentin which the researchers and the field in whichthe study was applied. The following is a reviewof Servant Leadership characteristics according(Page and Wong, 2000).

The following is a review of the most importantcharacteristics to be addressed in the currentstudy:

Listening: Greenleaf says, “The obligingcommander automatically responds to anyproblem through listening”, the commander bylistening to others leads to increased awarenessand understanding of the problems they face, andthen be able to deal with and eliminate theproblems (Nada, 2012).

Community Development: The ability to growthand development of the society is onecharacteristic of the commander, as well as thefight against selfishness and create opportunitiesfor others to work in small groups is the backboneof the community (Powers and Moore, 2005). Itis one of the most important goals of highereducation to reach excellence by preparingteachers to serve the community and thenstudents.

Commitment to the Development of Others:The servant leader is committed to the growthand development of the people and this is thephilosophy of the servant leader, where (Spears,2002) confirms that people are real value throughtangible contribution as employees and assuredthe American Academic of the Supervisory Board(2005) that the academic supervision programsmust integrate student learning with thedevelopment, so as a servant leader must take acommitment to the entrance of the growth of hisstudents (Nada, 2012).

S. No. Characteristics The Definition Components

1. PersonalThe position of the leader in terms of emotions he has, by the

values from which he possessesHonesty, humility, and service.

2. Characteristics

directed towardsothers

the characteristics that affect the community and its culture,including personnel, showing how the commander deals withothers, interested in developing human resources and focus on

its relations with others.

His concern for others, enable others anddevelop others.

3. Characteristicsoriented tasks

The characteristics that are part of the organization andleadership that are interested events within the organization

on the general framework level or strategies, and focus on thetasks carried out by the servant leader and basic skills that will

lead him to success.

Vision, goal setting, and leadership.

4. Characteristics ofprocess-oriented

detailed features possessed by the leader and which haveeffects on how to implement the operations of the

organization, these characteristics are concerned withincreasing the efficiency of the organization, focusing on theability of the commander for formatting and developing of an

efficient, open and flexible system.

Modeling, team-building, participationin decision-making.

Table 2: It Illustrates the Most Prominent Characteristics of Servant Leadership

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Wisdom: The insight means the ability toextrapolate the past and present, to see whatcould urge in the future. This is estimated to unitewith the ability to build the viewpoint of college,based on the work of the prompt to see anyspecific vision with a viable plan, and this so-calledin-depth consideration of things to expand theconcept of thinking to determine the future andbuild commitment among members (Abel, 2000).

Excellence PerformanceThe management excellence in the academicperformance means the organizational effortsplanned and aimed in achieving lastingcompetitive advantages. Excellence is the Logothat all academic institutions must lift up and takeit a basic message to them. It is intended to bethe highest performance levels that can beperformed by individuals working in theorganization (AL-selmy, 2002). Or it is theorganization’s ability to achieve its goals throughthe use of available resources in an efficient andeffective manner (Boumediene, 2006). Shaban(2010) see that the university’s ExcellencePerformance is the thread group of variables andparameters with each other to form a competitiveadvantage over its rivals. (Youssef, 2005) believesthat Excellence Performance is more than justdoing business well as it goes to what is aftersuccess, and the individuals who work creativelyand pledge to complete the tasks assigned tothem exceptionally.

The researchers believes that the ExcellencePerformance is the ability to employ physicalcapacity, human and organizational potential tohelp achieve a level of performance beyondexpectations in less time, effort and cost.

Excellence Performance can be measuredthrough the following variables (Al-Naimi et al.,2010):

1. Focus on the students: shows how theorganization’s ability to identify therequirements, the needs, and wishes of thestudents.

2. Focus on the faculty: shows how theorganization’s ability to identify therequirements, the needs, and desires of thefaculty.

3. Scientif ic research: demonstrates theorganization’s ability to activate the programsand methodologies of scientific research,support and urge the teachers to providevaluable scientific research, and sponsoringscientific conferences, and the establishmentof a scientific journal.

4. Community service: clarifies the role of afaculty member in serving the societyincluding the consultations to resolve theinstitutional problems, organizing andparticipating in seminars, local employment,regional workshops in the area ofspecialization, or any other contributions (Al-Azzawi, 2007; and Shaban and Al-Abdi, 2008).

THE FIELD STUDYResearch MethodologyBased on the nature of the study and the goalsthat seeks to achieve, the researchers used thedescriptive analytical method, which is based onthe study of phenomena as they really are andtakes care of the precise description, expressedexpression qualitatively and quantitatively, and thisapproach depend only on collecting informationon the phenomenon to manifest the differentrelational surveys, but also to link analysis andinterpretation.

Population and Study SampleThe study population consists of the teaching staff

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members in technical colleges (PalestineTechnical College, Science and TechnologyUniversity College) totaling (195) employees. Theresearchers using simple random samplingmethod were (120) questionnaires weredistributed on the study population and (111)questionnaires were obtained by a recovery rateof (92.5%) and the distribution of the study sampleaccording to the personal data of individuals inshown as follows:

As shown from the above table that (64.9%)of the study sample scientific qualification ispostgraduate.With regard to the years ofexperience has been shown that (43.2%) have(5- and less than 10 years) of experience followedby (15 years and over) with a rate, (32.4%), andthe researchers attribute the rise in the proportion

of those with postgraduate to the nature of thework of Faculty, which in turn requires scientificqualifications and staff with expertise and highqualification, so most colleges seeking to recruitqualified individuals who are able to contribute tothe achievement of its objectives.

Search ToolQuestionnaire Validity: The researchersascertain the validity of the questionnaire in twoways:

Experts Validity: The researchers presented thequestionnaire to a group of specialists of the fieldto give their opinion on it. The researchers tookthe comments of the specialist and performedthe necessary modification needed, and thusquestionnaire was finalized.

Instrument ValidityContent Validity: Mean the consistency of eachparagraph of the questionnaire with the domainthis paragraph belong to, the researcher hascalculated the content validity of the questionnairethrough the correlation coefficients between eachparagraph of the areas of the questionnaire withthe total score of the field itself.

Construct Validity: A structural tool thatmeasures the extent to which the goals that youwant the tool to fulfill, and shows the relevance ofeach area of the research with total degree ofparagraphs of the questionnaire.

Questionnaire Reliability: The questionnairegives the same result if it is re-distributed morethan once under the same circumstances andconditions, or in other words that the questionnairereliability means stability in the results of thequestionnaire and not to change significantly asif they were re-distributed to respondents severaltimes during certain periods of time.

TheNumber

Percentage%

Postgraduate 72 64.9

BA 24 21.6

Diploma 15 13.5

PalestineTechnical

College60 54.1

The UniversityCollege of

Science andTechnology

51 45.9

Less than 5years

9 8.1

From5.lessthan 10 years

48 43.2

10. less than 15years

18 16.2

15 years andover

36 32.4

Personal Information

Qualification

Faculty

Years ofservice

Table 3: Distribution of Respondentsby Personal Data (n = 111)

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The researchers achieved the questionnairereliability of the study using alpha Cronbach’scoefficient, which shows that its value is equal to(0.942). This means that the reliability coefficientis high. Thus, the researchers may be sure ofthe reliability and validity of the questionnaire ofthe study which makes it confident questionnaireand suitability to analyze the results and to answerstudy questions and test hypotheses.

Normality Distribution TestKolmogorov-Smirnov Test was used to testwhether the data follow a normal distribution ornot, it was found that the test value equal to(0.695) and the p-value (Sig.) Equal to (0.720)

which is greater than the significance level of 0.05and thus the data distribution follows a normaldistribution, where parametric tests were usedto answer the hypotheses of the study.

Analysis of Search AxesFirst-Results of the First Question and itsDiscussion: What is the availability of servantleadership characteristics (Listening, BuildingSociety, Commitment of the growth of others,Wisdom) in technical colleges - governorates ofthe Gaza Strip from the perspective of employees?

Arithmetic mean, relative arithmetic mean,and T-test were used to see if the average valueof the response has reached a degree of

S. No. Paragraph SMAStandardDeviation

SMARelative

The Value of TTest

ProbabilityValue (Sig.)

1. Leader requests feedback from all

concerned subject.4.05 0.7 81.08 9.09 0.000*

2. Leader seeks full understanding of the

subject before making a decision.3.89 0.81 77.84 6.71 0.000*

3. Leader listens positively to what otherssay, even in the event of disagreement

with them.3.84 0.9 76.76 5.68 0.000*

4. Leader contends with an open mind sothat he does not issue a prejudgment.

3.78 1 75.68 4.75 0.000*

5. Leader listens to his employees and

believes that solutions come from them.3.7 1.02 74.05 4.18 0.000*

3.85 0.73 77.08 7.07 *0.000

6. Leader encourages work within

effective work teams.3.78 0.85 75.68 5.58 0.000*

7. Leader works on building community

within Faculty.3.54 0.87 70.81 3.78 0.000*

8. Leader seeks to establish a positive

working relationship.3.75 0.77 75 5.84 0.000*

9. Leader applies the principle of

accountability to find out how toachieve business objectives.

3.51 0.87 70.27 3.59 0.000*

10. Leader seeks to work with others more

than working individually.3.73 0.96 74.59 4.62 0.000*

Listening

Table 4: The Arithmetic Mean, Standard Deviation, t-test of the Vertebrae Servant Leadership

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medium approval (3) or not, as shown in thefollowing Table 4:

It is seen from the above Table 4 the following:

1. The arithmetic mean of the first field of“listening” is equal to (3.85), and the relativearithmetic mean is (77.08%). This means thatthere is an approval by the respondents. Theresearchers believes that listening is one ofthe most important skills that should be owned

by the leader which is the best way to increasethe sense of belonging staff in addition tokeeping away from all problems, and enableyou to make more and more intelligent, earnsrespect and brings the friendship of others.These results agreed with the study (Nada,2012) and disagreed with the study of (Hiatt,2010).

2. The arithmetic mean of the second field of“Building Society” is equal to (3.66), and the

3.66 0.66 73.24 6.14 0.000*

11. Leader fulfills his promises towards

others.3.76 0.89 75.14 5.15 0.000*

12. Leader provides all the opportunities for

employees to develop their abilities.3.68 0.88 73.51 4.65 0.000*

13. Leader gives employees a great deal of

responsibility.3.68 1.08 73.51 3.8 0.000*

14.

Leader takes tough decisions, includingleading others towards good

opportunities outside Faculty, ifnecessary.

3.54 1.04 70.81 3.15 0.002*

15. Leader provides the necessary support

to help employees to achieve their goals.3.49 1.17 69.73 2.53 0.008*

3.63 0.91 72.54 4.21 0.000*

16. Leader of employees allows them toassist in determining the future of

Faculty.3.68 0.91 73.51 4.49 0.000*

17. Leader is considered a distinct personwho anticipates the consequences of

decisions.3.84 0.87 76.76 5.88 0.000*

18. Leader urges others to achieve common

goals.3.95 0.91 78.92 6.31 0.000*

19. Leader has the skills to convince others

of doing business.3.92 0.68 78.38 8.19 0.000*

20. Leader determines long-term

measurable goals.3.62 0.92 72.43 4.09 0.000*

3.8 0.66 76 7.34 0.000*

3.73 0.57 74.7 7.8 0.000*

Commitment of the growth of others

Wisdom

Servant Leadershipin general

Building Society

Table 4 (Cont.)

Note: * SMA statistically significant at the level ( < 0.05).

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relative arithmetic mean is (73.24%). Thismeans that there is an approval by therespondents. The researchers attribute thefact that the leader is part of the society andhis responsibility is to make the society thegreatest one and make it more distinctive andthat contribute to the achievement of hisobjectives. The results of this study disagreewith the study of (Hiatt, 2010).

3. The arithmetic mean for the third field of“Commitment of the growth of others” equalto (3.63) and the relative arithmetic mean is(72.54%), and this means that there is approvalby the respondents. This is illustrated clearlyby following colleges to the development planby granting staff courses training as well asprivate scholarship plan to support them inobtaining advanced degrees, and is one of themost important functions of servant leaderwho take responsibility for the growth anddevelopment of employees to extract the bestin them. These findings agreed with a study of(Nada, 2012) and disagreed with the study of(Hiatt, 2010).

4. The arithmetic mean of the forth field of“wisdom” is equal to (3.80) and the relativearithmetic mean is (76%). This means thatthere is approval by the respondents. Theresearchers believe that wisdom is the sap oflife experiences and secretion of accidents andchaos, which is the result of a firm convictionafter foreseeing the future. This result agreedwith the study of (Nada, 2012) and disagreedwith the findings of a study of (Ajwa, 2010).

In general it can be said that the arithmeticmean for “Servant Leadership” is equal to (3.73),and the relative arithmetic mean is equals to(74.70%), this means that there is approval by

the respondents on the axis of the servantleadership in general. The researchers believethat we are in the light of the circumstances inwhich we live needs servant leadership which usepower in integrity and transparency through theuse of leadership and power in a legitimate wayfor the benefit of the people being served, andthe researchers see that leadership is a meansto achieve the public interest and not own interest.These results agreed with the study of both:(Boyum, 2012) and the study of (Abu Tenah andet al., 2007), and the study of (Rashid and Mattar,2014).

Second-The Results of the Second Questionand Discussion: What is the extent of ExcellencePerformance in technical colleges from theviewpoint of employees?

Arithmetic mean, relative arithmetic mean,and T-test were used to see if the average valueof the response has reached a degree ofmedium approval (3) or not, as shown in thefollowing Table 5.

It is seen from the above Table 5 the following:

1. Arithmetic mean of the first “faculty” of the fieldequals to (3.33) and the relative arithmeticmean is (66.62%), and this means that thereis approval by the respondents. Theresearchers believe that the interest in a facultyby supporting and developing him/her is oneof the most important pillars that contribute tothe achievement of institutional excellence,with the indispensability of attention and focuson making the research one of the elementsof assessing a faculty member with thefinancial support to urge him/her to follow upon the commitment of scientific and academicdevelopment. These results agreed with thestudy of (Al-Naimi et al., 2010).

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S. No. Paragraph SMAStandardDeviat ion

SM ARelative

The Value of TTest

P robabilityValue (Sig.)

1. Each faculty member co ntr ib utes to raisethe leve l of the department to the level of

developed countries.3 .54 0.77 70.81 4.29 *0.000

2. Each faculty member is o bliged to p ublish

one research pap er annually.2 .81 0.74 56.22 1.56- 0.064

3. Each faculty memb er abides by the exac t

spec ia lization and be c reative in it.3 .54 0.73 70.81 4.5 *0.000

4. Faculty has its ow n policies and plans forthe rehabilitation of the faculty members.

3 .43 0.8 68.65 3.29 *0.001

3 .33 0.53 66.62 3.82 *0.000

5. All students undergo exams measure the

leve l of acceptance into college.2.7 1.37 54.05 1.32- 0.098

6. S tudents interact with modern educa tion

requirements and with professors.3 .24 0.68 64.86 2.17 *0.019

7. Students enjoy the distinctive capabilities

of the level of educa tion live up to theranks of developed na tions.

2 .95 0.97 58.92 0.34- 0.368

8. College supports talented and creative and

motivated students.3 .22 0.89 64.32 1.48 0.073

3 .03 0.71 60.54 0.23 0.41

9. College issued a specialized sc ientific

refereed journal.3 .35 1.23 67.03 1.74 0.045 *

10. College administration suppo rts the costsof con ducting distinc tive research projec ts.

2 .62 0.89 52.43 2.58- 0.007 *

11. Carry out annual conference whichincludes the scientific output of its

professors and students.2 .51 1.02 50.27 2.91- 0.003 *

12. College participates in the wor ld research

databases2 .41 1.12 48.11 3.24- 0.001 *

2 .72 0.87 54.46 1.93- 0.031 *

13. College su pports ne tw orking with loca l

community organiza tions.3 .56 1.05 71.11 3.16 0.002 *

14. Disciplines are related to the na ture of the

community and its needs.3 .69 0.98 73.89 4.25 0.000 *

15. College is involved in solving community

problems.3 .08 1.11 61.67 0.45 0.327

16. College of fe r conferences, seminars,consulta tions to the lo cal community.

3 .31 1.12 66.11 1.64 0.055

3 .41 0.91 68.19 2.69 0.005 *

3 .12 0.61 62.43 1.21 0.117

Local community

Outstanding perform ance in general

Faculty

Students

Scient if ic Research

Table 5: The Arithmetic Mean, Standard Deviation, and t-test for the Paragraphs of OutstandingPerformance

Note: * SMA statistically significant at the level ( < 0.05).

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2. The arithmetic mean of the second field of“students” equal to (3.03) and relativearithmetic mean is (60.54%)), and this meansthat there is a medium-approval by therespondents. The researchers believe thateducation in governmental colleges is facingsome difficulties, including the weakness offinancial support on the development ofphysical infrastructure and technology, whichhas a dramatic impact on the adoption oftraditional method of education, which in turnis reflected in the performance of students,and limited their ability to innovation andexcellence. These results agreed with thestudy of (Al-Naimi et al., 2010).

3. The arithmetic mean of the third field“scientific research” equals (2.72) and relativearithmetic mean is (54.46%)), this means thatthere is little approval by the respondents. Theresearchers believe that there is a weaknessin the support of scientific research intechnical colleges due to the lack of controlof the Ministry of Higher Education in this area,in addition to the lack of follow-up the fundsallocated for scientific research and the extentof their spending in their allocated areas, andalso the lack of interest by providing data tocontribute to the provision of data andencourage rules working on scientif icresearch. These results differed with thestudy of both (Shaban, 2010) and the studyof (Al-Naimi et al., 2010).

4. The arithmetic mean of the fourth field of“community” is equal to (3.41) and relativearithmetic mean is (68.19%)), and this meansthat there is a medium-approval by therespondents. The researchers attribute thatto the growing interest in the community andresponsibility towards it, and the educational

institutions are places for typical ecologicalsystem which includes thinkers that areconstantly looking for new ideas to contributeto the progress of society, where the mostimportant priorities of the concept of themodern university is the attention to theneeds of the growing community to thedevelopment of higher education. Theseresults agreed with the study of both(Shaban, 2010) and the study of (Al-Naimiet al., 2010).

In general we can say that the arithmetic meanis equal to (3.12), and the relative arithmetic meanequals (62.43%), and this means that there is amedium-approval by the respondents on theparagraphs of Excellence Performance ingeneral. The researchers believe that Facultystrive for excellence, but faced with manydifficulties, the most important of them: thereluctance of students for technical education,the siege imposed on the Gaza Strip, and the lackof financial resources. Thus, the educationalinstitutions operate with less available resourcesto maintain the current level of performance.These results agreed with both: study of (Shaban,2010), and the study of (Abbas, 2011), and thestudy of (Al-Naimi et al., 2010), and also the studyof (Ibrahim, 2013).

Third-Results and Discussion of the ThirdQuestion: Is there a relationship between ServantLeadership and achieving ExcellencePerformance technical colleges - governoratesof the Gaza Strip? To answer this question, thefollowing hypothesis has been formulated:

H1: There is a statistically significant relationshipbetween servant leadership and achievingExcellence Performance in technical colleges -governorates of the Gaza Strip.

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This hypothesis has been validated by findingcorrelation coefficients, as shown in the followingTable 6:

It is clear from the above table that: correlationcoefficients between the servant leadership andachieving Excellence Performance statisticallysignificant, this indicates the presence of astatistically significant relationship at the level of( < 0.05) between the Servant Leadership andachieving Excellence Performance in technicalcolleges-governorates of the Gaza Strip. Thisresult shows that whenever there is a greaterinterest in the characteristics of ServantLeadership than before by technical colleges, theprospects for access to excellence inperformance increases, and therefore accept thealternative hypothesis. This result agree with thestudy of (Nada, 2012) and study of (Mustafa,2015), and the study of (Rashid and Mattar, 2014),and the study of (Abdel Rasoul, and Abdul Alsadaa,2012), and the study of (Atallah, 2015), and thestudy of (Jenkins and Stewart, 2010), anddisagreed with the study of (Ajjour, 2010).

Branching the Following Sub-Hypothesesh1-1: There is a statistically signif icant

relationship between listening and achievingExcellence Performance in technical colleges -governorates of the Gaza Strip.

It was found from the above table that:correlation coefficients among listening andachieving Excellence Performance is statisticallysignificant, and this indicates the presence of astatistically significant relationship at the level of( < 0.05) between listening and achieveExcellence Performance in technical colleges -governorates of the Gaza Strip.

h1-2: There is a statistically signif icantrelationship between community building andachieving Excellence Performance in technicalcolleges - governorates of the Gaza Strip.


It was found from the above table that:correlation coefficients between communitybuilding and achieving Excellence Performanceis statistically significant, and this indicates thepresence of a statistically significant relationshipat the level of ( < 0.05) between the community

S. No. The FieldThe

CorrelationCoefficient

Value Sig.The Level ofSignificance

1. Faculty 0.545 0Function at

0.01

2. Students 0.756 0Function at

0.01

3. Scientificresearch

0.817 0Function at

0.01

4. Community 0.544 0Function at

0.01

AchievingExcellence

Performance0.622 0

Function at0.01

Table 6: The Relationship Between ServantLeadership and Achieving Excellence

Performance

S. No. AxisThe




0.01


0.01


0.875 0Function at

0.01


0.01

AchievingExcellence

Performance0.846 0

Function at0.01

Table 7: The Relationship Between Listeningand Achieving Excellence Performance

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building and achieving Excellence Performancein technical colleges - governorates of the GazaStrip.

h1-3: There are statistically significant relationshipbetween the commitment of developing othersand achieving Excellence Performance intechnical colleges - governorates of the GazaStrip.


It was found from the above table that:correlation coefficients between Commitment ofthe growth of others and achieving ExcellencePerformance statistically significant, and thisindicates the presence of a statist icallysignificant relationship at the level of ( < 0.05)between Commitment of the growth of othersand achieving Excellence Performance intechnical colleges - governorates of the GazaStrip.

h1-4: There are statistically significant relationshipbetween wisdom and achieving ExcellencePerformance in technical colleges - governoratesof the Gaza Strip.


S. No. AxisThe




0.01


0.01


0.656 0Function at

0.01


0.01

AchievingExcellencePerformance

0.854 0Function at

0.01

Table 8: The Relationship Between BuildingSociety and Achieving Excellence Performance

S. No. AxisThe




0.01


0.01


0.721 0Function at

0.01


0.01


0.854 0Function at

0.01

Table 9: The Relationship BetweenCommitment of the Growth of Others and

Achieving Excellence Performance

S. No. AxisThe




0.01


0.01


0.664 0Function at

0.01

4. Local

community0.775 0

Function at0.01


0.851 0Function at

0.01

Table 10: The Relationship Between Wisdomand Achieving Excellence Performance

It was found from the above table that:correlation coefficients between wisdom andachieving Excellence Performance statisticallysignificant, and this indicates the presence of astatistically significant relationship at the level of( < 0.05) between wisdom and achievingExcellence Performance in technical colleges -governorates of the Gaza Strip.

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Results of the Second HypothesisH2: There are statistically significant differencesbetween the respondents’ responses aboutservant leadership and achieving ExcellencePerformance in technical colleges - governoratesof the Gaza Strip due to personal variables:(college, educational qualification, the number ofyears of service). Branching from it the followingsub-hypotheses:

• There are statistically significant differencesbetween the respondents’ responses aboutservant leadership and achieving ExcellencePerformance in technical colleges -governorates of the Gaza Strip due to Facultyvariable.

This hypothesis has been validated by usingthe T-Test, as shown in the following Table 11:

It was found from the above table that: thevalue of calculated “T” is greater than the tabulatedvalue “T” of servant Leadership scale and scaleof achieving Excellence Performance, thisindicates the presence of statistically significantdifferences at ( < 0.05) among respondentsresponses about servant Leadership and

achieving Excellence Performance in technicalcolleges - governorates of the Gaza Strip due toFaculty variable, and in favor of (the universityCollege of Science and Technology). This resultis consistent with a study of (Mustafa, 2015).

• There are statistically significant differencesbetween the respondents’ responses aboutservant Leadership and achieving ExcellencePerformance in technical colleges -governorates of the Gaza Strip due to thequalification variable.

This hypothesis has been validated by One-Way ANOVA test, as shown in the followingTable 12:

It was found from the above table that: thevalue of calculated “F” is less than the tabulatedvalue “F” of Servant Leadership scale and scaleof achieving Excellence Performance, and thisshows that there is no statistically significantdifferences at ( < 0.05) among respondentsresponses about Servant Leadership andachieving Excellence Performance in technicalcolleges - governorates of the Gaza Strip due tothe qualification variable.

The Scale Faculty Number SMAStandardDeviation

"T" Value "Sig" Value Significance

Palestine TechnicalCollege

60 3.629 0.438

The UniversityCollege of Science

and Technology51 3.86 0.674

Palestine TechnicalCollege

60 3.011 0.53

The UniversityCollege of Science

and Technology51 3.255 0.666

ServantLeadership

-2.178 0.032 Function


-2.144 0.034 Function

Table 11: Differences for College Variable

Note: * The value of spreadsheet “F” at a degree of Freedom (109) and at the level of (0.05) = (1.980).

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• There are statistically significant differencesbetween the respondents’ responses aboutServant Leadership and achieving ExcellencePerformance in technical colleges -governorates of the Gaza Strip due to thevariable number of years of service.

This hypothesis has been validated by One-Way ANOVA test, as shown in the followingTable 13:

It was found from the above table that: thevalue of calculated “F” is less than the tabulated

value “F” of Servant Leadership scale and scaleof achieving Excellence Performance, and thisshows that there is no statistically significantdifferences at ( < 0.05) among respondentsresponses about Servant Leadership andachieving Excellence Performance in technicalcolleges - governorates of the Gaza Strip due tothe variable number of years of service.

Result of the Study1. Search results indicated that the level of

availability of Servant Leadership dimensions

The Scale Qualification Total SMAStandardDeviation


Postgraduate 72 3.801 0.584

BA 24 3.54 0.62

Diploma 15 3.731 0.295

Postgraduate 72 3.175 0.589

BA 24 3.042 0.71

Diploma 15 3.004 0.504

ServantLeadership

1.935 0.149 Not a function

AchievingExcellence

Performance0.77 0.465 Not a function

Table 12: Differences for Qualification Variable

Note: * The value of spreadsheet “F” at a degree of Freedom (108,2) and at the level of (0.05) = (2.680)

The Scale Years of Service Total SMAStandardDeviation


Less than 5 years 9 3.911 0.842

5. From less than 10years

48 3.689 0.628

10. less than 15 years 18 3.733 0.37

15 years and over 36 3.753 0.495

Less than 5 years 9 3.417 0.73

5. From less than 10years

48 3.201 0.65

10. less than 15 years 18 2.972 0.612

15 years and over 36 3.023 0.479

ServantLeadership

0.399 0.754 Not a function

AchievingExcellence

Performance1.7 0.171 Not a function

Table 13: Differences for Years of Service Variable

Note: * The value of spreadsheet “F” at a degree of Freedom (107,3) and at the level of (0.05) = (3.070).

87



from the standpoint of faculty membersteaching at the technical college was high andweighing relative (74.70%), and the order ofdimensions was according to the following:(listening, wisdom, community building,development of others).

2. The axis of Excellence Performance receivedthe relative weight of (62.43%) and moderatelyapproval, and the order of the dimensions wasas follows: (the Community, faculty, students,and scientific research).

3. There exist a statistically signif icantrelationship at the level of ( < 0.05) betweenthe servant leadership and achievingExcellence Performance in technical colleges-governorates of the Gaza Strip.

4. There are statistically significant differencesat ( < 0.05) among respondents responsesabout Servant Leadership and achievingExcellence Performance in technical colleges-governorates of the Gaza Strip due to thefaculty variable, and in favor of (UniversityCollege of Science and Technology), whilethere are no differences due to the Qualificationand years of service.

THE RECOMMENDATIONS OFTHE STUDYRecommendations for Technical Colleges1. Build a supportive organizational culture in

Faculty, and configure the appropriateregulatory climate of profound values,principles, and beliefs that elevate thecapabilities and competence of employees,and contribute to the adoption of newmechanisms of action to improveperformance.

2. Benefit from the experiences of advanced

countries in the field of scientific research anddevelopment institutions and educationalinstitutions through the signing of internationalagreements to exchange experiences with theadvanced countries in the fields of educationand scientific research.

3. Provide an opportunity for employees toparticipate in conferences, seminars, and carefor them, and appreciating them, and pushthem towards excellence by providing materialand moral incentives, which increase theirgiving and the explosion of creative energies.

4. Providing college library with modernreferences in all disciplines and periodicallyeach year, and the need to provide electronicservices and research sites that benefitstudents and faculty members, and increaselibrary holdings.

5. The need to increase interaction and mutualcooperation between higher educationinstitutions and local environment especiallywith regard to government facilities and therelationship with the community.

6. Choose university leaders, according toobjective criteria of scientif ic andadministrative, and prepared so that thoseleaders will become one of the factors thatcontribute to the success of any usefulchange, so help to provide a regulatoryenvironment that encourages innovation.

7. The need to pay higher education institutionsmanage special attention to all elements of thework environment as an important variablecontributing to the impact on the jobperformance of employees, which will lead tohigher morale and increase their loyalty andbelonging to the institution. And awareness ofexternal and internal environmental variables

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and their impact on higher education and itsfuture institutions.

Recommendations for Ministry of HigherEducation’s1. Taking international successful models, most

notably the US and the European model in thefield of quality and excellence, and itsapplication in our educational institutions takinginto account the human and materialresources, and mechanisms of theapplication.

2. Providing spending and funding for thedevelopment of educational institutions of thestate budget, and urged the government andcivil institutions to increase spending in the fieldof scientific research.

3. Integration of selectivity in the admission’spolicy, allowing the student to choose the bestelements, taking into account the potential ofFaculty and their resources, and in parallel withthe students’ abilities, and desires, and needsof the community.

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the role of servant leadership in achieving excellence

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