Abstract
In today's world, as the educational system changes, the implications of successful leadership in higher education have emerged as a hot topic that necessitates an in-depth examination into the leadership style(s) exhibited by academic leaders, as well as the factors that influence their leadership styles, particularly in private higher education sector. Additionally, there are not enough studies on leadership in Australia's private higher educational institutes, which is another limitation. Relevant review of the literature helped to determine that the Full Range of Leadership Theory (FRLT), which examines transformational, transactional, and laissez-faire leadership styles, had been the best fit for the current study to analyse how academic leaders in private higher education institutions perceive their own leadership style. An interpretivism theoretical approach was used with a qualitative methodological research methodology. An approval is obtained approval from the Excelsia College Ethics Committee (Ethics Approval no: 2021-107) before conducting the research and collecting the data. After that, an invitation for participation was sent to all private higher education providers particularly in NSW. After gaining permission from the four private HEIs, the emails having a letter of invitations were issued to the actual participants (Deans, Deputy Deans, Heads of School, and Deputy Heads of School), outlining the study's purpose in detail including, a recruitment letter, a participant consent form, and participant information. Prior to the interview, each participant also signed a letter of consent, which was further referred to the Excelsia College Ethics Committee. Semi-structured interviews are conducted to investigate the available leadership style for participants, as well as the factors which influence participants' leadership style in private higher education institutes. Online video software, like Zoom, is used for virtual face to face interviews. A convenience sampling technique based on saturation is used to reachxi the intended respondents. Thus, the number of participants is confined to 11. All interviews are audio-taped with the participant's consent and a flexible interview method. Confirmatory interviews are undertaken when theoretical saturation has been reached to ensure that all studyrelevant topics have been covered. All interviews are immediately transcribed verbatim. These further interviews are conducted to corroborate the findings from the initial interviews. The findings were deciphered through the application of thematic analysis. This study outlines the purpose and objective of the MBR program through an intensive analysis of the related literature, as well as the methodology and results of the study. According to the results of this research, transformational leadership is widely acknowledged at Australia's private HEIs. The current study indicates that participants exhibit transformational and laissezfaire leadership styles. It is found that seven (eight out of eleven) participants have the maximum trait of transformational leadership style, and three participants have traits of both transformational and laissez-faire leadership styles. The current research recommended that leader should have adopted some strategies which enhance their leadership skills and effectiveness, such as, open communication, flexibility in decision making, honesty, innovation, passion, direction, alignment, commitment, listening to everyone's ideas, celebrating small and significant achievements, sticking to your team, motivate them for their accountability are some practical leadership skills which can improve the competencies of a leader. Moreover, academic leaders should have self-awareness, set personal, financial, health, and educational goals, which can help them to add quality to their work. Finally, peer-conversation, training, and professional development can help participants enhance their leadership skills.