Abstract
Purpose. The purpose of the study was to identify the transformational, transactional, and passive avoidant leadership styles of public and private vice presidents of administration (VPAs) for California universities and to identify if there were significant differences between them. Methods. The researcher utilized a quantitative, ex post facto study that included the VPAs for public and private, nonprofit universities in California that are accredited through the Western Association of Schools and Colleges (WASC). The self-assessment survey instrument utilized for collecting data was the Multifactor Leadership Questionnaire by Avolio and Bass (2004). This 45-item survey assesses the full-range leadership style that consists of transformational, transactional, and passive avoidant. Findings. The study found no statistically significant differences between the public and private university VPAs' self-perceptions of their leadership styles. Additionally, the research indicated that 62% of public university VPAs had less than 10 years of experience in their current role. In contrast, the number of private university VPAs with over 10 years of experience in their current role exceeded 68%. Conclusions. It was concluded that the VPAs' self-perceptions acknowledged the presence of all three components (transformational, transactional, and passive avoidant) of the full-range leadership style. Private university VPAs on average had more years of experience in their current role. Recommendations. The recommendations provide a perspective that fits within the existing framework of most universities. The VPAs should be aware and willing to selfreflect on their leadership style and adjust if required. Additionally, the VPAs should pursue opportunities to enhance their direct reports' leadership style to a more transformational one. Finally, university presidents, when selecting VPAs, should seek candidates who can exhibit an understanding and provide examples of being transformational.