Document Type : Original Article
Authors
1
Department of Educational Administration, Farhangian University, Tehran, Iran.
2
Department of Higher Education Management Studies, Institute for Research and Planning in Higher Education, Tehran, Iran.
Abstract
Entrepreneurship, as a fundamental necessity for transformation in the higher education system, requires the utilization of modern leadership patterns and the enhancement of cognitive and psychological competencies of managers. Accordingly, the present study aimed to explain and predict organizational entrepreneurship based on transformational leadership style and psychological empowerment among senior and middle managers of public universities in Tehran. In terms of purpose, this research was applied, and in terms of method, it was descriptive-correlational. The statistical population consisted of all senior and middle managers of public universities in Tehran during the 2024–2025 academic year (N = 322). Based on the Morgan table, a sample of 177 participants was selected using proportional stratified random sampling. Data were collected using the Transformational Leadership Questionnaire developed by Bass and Avolio (2003), the Psychological Empowerment Questionnaire, and Hill’s Organizational Entrepreneurship Questionnaire (2003). The questionnaires’ validity was confirmed by experts, and their reliability—assessed using Cronbach’s alpha coefficients of 0.90, 0.96, and 0.89, respectively—indicated satisfactory internal consistency. Data analysis was performed using SPSS software through descriptive statistics (frequency, percentage, mean, and standard deviation) and inferential statistics, including Pearson correlation coefficient and stepwise multiple regression analysis. The findings revealed that transformational leadership style and psychological empowerment were positively and significantly related to organizational entrepreneurship and played a significant role in explaining its variance. The results of regression analysis indicated that psychological empowerment accounted for 18% and transformational leadership for 13% of the variance in organizational entrepreneurship, demonstrating significant predictive power. Among these variables, psychological empowerment had a stronger contribution to predicting organizational entrepreneurship. Overall, the results suggest that strengthening psychological empowerment alongside the adoption of transformational leadership style can effectively promote and enhance organizational entrepreneurship in universities.
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