This quantitative correlational study investigated the relationship between self-perceived
transformational leadership and self-perceived resilience within the confines of higher
education leadership. This dissertation is written from a professional practice doctorate
(PPD) perspective. A discussion of the PPD and its components is provided along with two
critiques relating to distributive leadership in secondary education and emotional intelligence
in higher education leadership. A review of the literature showed a limited amount of
research had been performed when jointly combining the conceptual frameworks of
transformational leadership and resilience within the confines of higher education leadership.
The 45-point Multifactor Leadership Questionnaire (MLQ) and the 25-point ConnorDavidson
Resilience Scale (CD-RISC) were administered. The demographic data variables
collected included individuals’ gender, age, leadership position level, years of employment
with the university, years of experience in higher education, and completed level of
education. The results of this study showed a moderately strong statistical positive
correlation exists between self-perceived transformational leadership and self-perceived
resilience within higher education leadership. Transformational leadership and resilience do
not appear to be affected by age, gender, experience, leadership level, or educational
attainment. However, transformational leadership and resilience are affected by years of
employment, or institutional longevity, with the university where this research was
performed.
Keywords: transformational leadership, resili