RJAS. 1443. Saad Ali

Research Paper
Research Journal of Agricultural Sciences
5(1): 48-56, January-February (2014)
ISSN: 0976-1675 https:// www.rjas.info DI: 1443-1209-2013-011
The Impact of Transformational Leadership and Innovative Behaviour on Job
Performance of Extension Personnel
M Saad Ali, L Manjunath and V S Yadav
Department of Agricultural Extension Education,
College of Agriculture, University of Agricultural Sciences, Dharwad - 580 005, Karnataka, India
e-mail: biyumi2000@yahoo.com
Received: 12 September 2013; Revised accepted: 05 January 2014
A B S T R A C T
A study was taken up with the objective to determine the influence of transformational leadership and innovative
behavior on job performance of extension personnel. The sample consisted of 100 KSDA extension personnel and
100 UAS extension personnel were selected by accidental meeting technique. The questioner consisted of bio data
schedule, transformational leadership scale, innovative behavior scale and job performance scale was
administrated on the sample by personal contact. The data submitted to analysis level of independent and
dependent variables. The analysis of correlation, t test, regression analysis and factor analysis were adapted to
analysis the data. The results revealed that the 6 to 7 extension personnel out of 10 extension personnel of UASs
were high in transformational leadership, whereas 3 to 4 extension personnel out of 10 extension personnel of
KSDA were high in transformational leadership. 3 to 4 extension personnel out of 10 extension personnel of UASs
were high in innovative behavior, whereas 1 to 2 extension personnel out of 10 extension personnel of KSDA were
high in innovative behavior. The majority (66%) of the extension personnel of both the categories belonged to high
performance category. Education, information seeking behavior, transformational leadership and innovative
behavior correlated significantly with job performance of extension personnel. Only two variables namely
information seeking behavior and transformational leadership were found to be significant in expanding the
variation in the job performance of extension personnel.
Key words: Transformational leadership, Innovative behavior, Extension personnel, Job performance
In recent decades a new challenges has been faced the
agricultural extension organizations such as globalizing
economic, climate change and technological advancements,
this situation required new leadership behavior and hiring
personnel with the brainpower to survive extension
organizations in future. Therefore, recruiting and developing
highly competent extension professionals is become crucial
to extension’s organization future success. To remain
successful, extension personnel must adapt and improve the
quality and skills of extension professionals to transform
extension organization. Competencies are the knowledge,
attitudes, skills and behavior that make the organization a
successful and help the organization adapt to a changing
extension performance (Cooper and Graham 2001, Maddy et
al. 2002, Pickett 1998, Stone and Bieber 1997). Knowledge
and technical competence are necessary, but may not be
sufficient to prepare extension personnel for the transition
their extension organization (Olson 2009).
In the last 20 years, a new paradigm of leadership has
emerged that shifted emphasis from the traditional, or
transactional, models of leadership toward the
transformational leadership. Transformational leadership
occurs when leaders broaden and elevate the interests of
their employees, when they generate awareness and
acceptance of the purposes and mission of the group and
when they stir their employees to look beyond their own
self-interest for the good of the group (Bass 1990). Bass
(1985) identified four characteristics of transformational
leaders: (1) charisma in which the leader is able to provide
followers with a vision, transmit a sense mission, gain
respect and trust and instill faith in followers; (2) inspiration
in which the leader provides examples and patterns for the
follower through symbols and images, emotional appeals
and communicating high expectations; (3) intellectual
stimulation in which the leader stimulates followers to think
in new ways, promotes intelligence and rationality and
emphasizes problem solving; and (4) individualized
consideration in which the leader provides a supportive and
coaching environment such that each follower is treated as a
respected individual. Within transformational leadership,
48

inspirational motivation and individualized consideration
received the highest scores from the respondent groups.
Reviewing the previous literature on leadership and job
performance reveals that the most significant style of
leadership influencing job performance is transformational
leadership. Therefore, in the present study an attempt was
made to measure the transformational leadership among
extension personnel and determine its influence on job
performance of extension personnel.
The other biggest challenge to survive extension
organizations in future is not finding or hiring cheap
personnel, but rather hiring individuals with the brain power
and especially the ability to think creatively. Even in the
current economic climate, there is evidence of the increasing
importance of innovation during economic downturns
innovation is the single most important condition for
transforming the crisis into an opportunity. The innovative
behavior refers to generating novel responses that are useful
in dealing with the task at hand (Amabile 1996). Innovative
behavior and performance quality and efficiency are
positively correlated (Miron et al. 2004). Innovative
behavior is intended to generate some kind of benefit and
has a clearer applied component. More specifically,
innovative behavior consists of a set of behavior opportunity
exploration and idea generation include looking for and
recognizing opportunities to innovate and producing ideas
and solutions for the opportunities. Next, championing
refers to promoting the generated idea for the purpose of
finding support and coalition building. Finally, application
makes the supported idea really happen. It includes
developing, testing, modifying and commercializing the idea
(Nadin 2012). Yuan and Woodman (2010) provided that
there is empirical support for expected positive performance
outcomes being positively related to innovative behavior.
The present study was made an attempt to the innovative
behavior among extension personnel and determines its
influence on job performance of extension personnel.
MATERIALS AND METHODS
The study was conducted during the year 2012-2013 on
the extension personnel of Karnataka State Department of
Agriculture (KSDA) and University of Agricultural Sciences
(UAS), with the main objective of analyzing the influence of
transformational leadership and innovative behavior on job
performance of officers and scientists of KSDA in Dharwad
district and UAS, Bangalore and UAS, Dharwad who were
in the middle and lower level management positions.
Population for the study was extension personnel of
Karnataka State Department of Agriculture (KSDA) and
University of Agricultural Sciences, who occupied the
middle and lower level management positions in Karnataka
state. There were four Universities of Agricultural Sciences;
two of them were selected purposively from Karnataka state
namely University of Agricultural Sciences, Bangalore and
University of Agricultural Sciences, Dharwad. Out of 284
extension scientists of universities of agricultural sciences,
35 per cent were of the extension personnel, were selected
by accidental meeting technique. The total sample consisted
of 100 extension scientists. Similarly, among the 19
districts, Dharwad district was selected purposively from
Karnataka state. Out of 171 Agricultural officers of the
KSDA, 58.00 per cent were of the extension personnel, were
selected by accidental meeting technique. The total sample
consisted of 100 extension officers. The total number of
extension personnel was 200 selected by accidental meeting
technique which formed the sample size. The main objective
of the study was to determine the influence of
performance of extension personnel. The study was
conducted by ex-post-facto research approach. For present
study, selected demographic characteristics, experience, in-
service training, Information seeking behavior,
transformational leadership, innovative behavior and job
performance were the variables.
The heads of selected Karnataka state department of
agriculture (KSDA) were contacted and permission was
taken for the study. The heads of (KSDA) departments was
requested to attend monthly meetings to get needed data
from the extension personnel. To establish good rapport
with the extension personnel, introduction was given about
the objectives of the study, importance of their cooperation
and their sincere response. The questionnaire booklet
consisting of demographics, transformational leadership
scale, innovative behavior scale and job performance scale
was distributed to the extension personnel during meetings.
The necessary instructions were given to extension
personnel on mode of answering the statements and
necessary clarification was made whenever extension
personnel raised doubt while answering each item of the
questionnaire. The extension personnel were given enough
time to answer all the questions. The time taken by the
extension personnel to given responses to all the items of
questionnaire was between 30 and 50 minutes. The
completed questionnaires were collected from the
respondents at the end of the meeting days. Similarly, the
heads of selected (UASs) departments were contacted and
permission was taken for the data collection from extension
personnel. The selected extension personnel were contacted
in their offices and requested to spare time to get their
responses. The questionnaire booklet consisting of
demographics, transformational leadership scale, innovative
behavior scales and job performance scale with instructions
was distributed to the extension personnel of UAS Dharwad
and Bangalore. Furthermore, 75 questionnaires were posted
to extension personnel who were working in Krishi Vigyan
Kendras (KVKs) of UASs, Bangalore and Dharwad.
RESULTS AND DISCUSSION
The results of the study entitled the impact of
performance of extension personnel are presented on the
following:
Gender
The data revealed that 81.00 per cent of extension
personnel were male the remaining 19.00 per cent were
Ali et al. Research Journal of Agricultural Sciences 5(1)
49

female (Table 1). The analysis of results indicated that the
majority of respondents were male. It is evident from this
results that the both KSDA and UAS were dominated by
male. This may be because of the reason that the extension
activities required more tours and visits. Also may be the
social, cultural, logistical and policy constraints might have
impede women from working as agricultural extension
agents.
Table 1 Level of selected demographic characteristics of
the extension personnel
Demographic
characteristics
UAS
(n = 100)
KSDA
(n = 100)
Overall
(n = 200)
Gender
Male 79 83 162 (81)
Female 21 17 38 (19)
Age (mean = 42.71) (SD = 10.88)
Young Below 35 14 33 47 (23.5)
Middle 35 – 50 50 56 96 (48)
Old Above 50 36 21 57 (28.5)
Education
Diploma 0 4 4 (2)
B.Sc. 5 59 64 (32)
M. Sc. 33 36 69 (34.5)
Ph. D 61 1 62 (31)
Ph. D + Additional
qualification
1 0 1 (0.5)
Experience (mean = 14.76) (DS =10.78)
High >25.54 29 17 46 (23)
Medium 25.54 – 3.99 58 61 119 (59.5)
Low <3.99 13 22 35 (17.5)
In-service Training (mean =45.86) (SD= 75.45)
High >121.31 1 16 17 (8.5)
Medium 121.31-29.59 49 26 76 (38)
Low <29.59 50 58 107 (53.5)
Information seeking behavior (mean =12) (SD=2.11)
High >14.11 15 10 25 (12.5)
Medium 9.89 – 14.11 77 74 151 (78)
Low > 9.89 8 16 14 (9.5)
*Frequencies and percentages are same
Age
On the basis of chronological age, the respondents were
classified into three groups. It could be observed from the
results that 48.00 per cent of the respondents were in middle
age category, whereas less than one-third 28.50 per cent
belonged to old age group and only 23.50 per cent belonged
to young age group (Table 1). This indicates that 71.50 per
cent of the respondents belonged to young and middle age
group. Majority close to (half) of the respondents were in
middle age category, whereas near to one third belonged to
old age group and close to quarter belonged to young age
group. It is evident from the above results that the middle
age (35-50 years) group was predominant in KSDA and
UAS. The probable reason for majority of the respondents to
be in middle age might be because of only few recruitment
have taken place in the recent years and most of the posts
are vacant along with retirement of older staff. Because of
less new recruitments, the number of respondents in young
age category is less.
Education
The results indicated the respondents according to their
level of education (Table 1). Of the 200 respondents more
than one-third 34.50 per cent studied up to M. Sc. degree,
followed by over one third 31.00 per cent who had studied
up to B. Sc. degree, 31.00 per cent had Ph. D. degree, 2.00
per cent per cent were belonged to diploma and only 0.50
per cent had Ph. D. + additional qualification/s. The result
further revealed that 3 extension personnel out of 10
extension personnel were qualification up to M. Sc.,
whereas 3 extension personnel out of 10 extension personnel
were qualification up to B. Sc., also 3 extension personnel
out of 10 extension personnel were qualification up to Ph. D.
while only 1 extension personnel out of 10 extension
personnel of were qualification up to diploma + additional
qualification. The probable reasons for majority of the
respondents under higher education category could be, their
years of service and their personal need for getting early
promotions and their economic condition might have
contributed for the higher education. The findings indicated
that the extension personnel had high qualification.
Total experience
On the basis of total experience category, the
respondents were classified into three groups. It could be
observed from the results that 59.50 per cent of the
respondents were belonged to the medium category of total
experience, whereas over one-fifth (23%) belonged to high
category of total experience and only 17.50 per cent
belonged to low category of total experience. This indicates
that 82.50 per cent of the respondents had more than 4 years
total experience. Majority of the respondents have medium
level of experience, while close to quarter and one-fifth of
them were in high and low level of experience, respectively.
The reasons for this can be that most of the respondents
under medium level are recruited in Karnataka State
Department of Agriculture and University service during the
establishment of universities or later with one or two years
of its inception and availability of job placements during
that period. Reasons to higher experience level might be
their previous placements in T and V system, KVKs,
research stations and colleges under UAS Bangalore prior to
1986. Reasons for low experience could be recruitment of
the extension personnel in recent years.
In-service training
On the basis of in-service training category, the
respondents were classified into three groups. It could be
observed from the results that 53.50 per cent of the
respondents were belonged to the low category of in-service
training; whereas over 38.00 per cent belonged to medium
category of in-service training and only 8.50 per cent
belonged to high category of in-service training. This
indicates that 91.50 per cent of the respondents had received
training for less than one month duration. Results further
Transformational Leadership and Innovative Behaviour
50

showed that more than 50.00 per cent of extension personnel
belonged to low training category while 38.00 per cent and
8.50 per cent of them belonged to medium and high training
category, respectively. But none of the extension personnel
was found without receiving any training program. Results
showed that majority of respondents among the entire three
categories i e overall, extension personnel have undergone
training of duration 1 month. The results on the training
received by the extension personnel could be interpreted in a
way that because of technological advancement frequent
trainings are needed. In order to enhance the efficiency of
human resources and improve the capability of its staff
members, KSDA and UAS are providing special attention
by arranging various training programs and workshops. It is
also evident that most of the UAS extension personnel were
taken special training programme. The KSDA is taking
special efforts for extension personnel to enhance and
update their skills so that they can perform diversified tasks
and contribute agriculture development and productivity.
Information seeking behavior
On the basis of information seeking behavior category,
the respondents were classified into three groups and the
results revealed that majority 78.00 per cent of the
respondents were belonged to the medium category of
information seeking behavior, whereas12.50 per cent
belonged to high category of information seeking behavior
and only 9.50 per cent belonged to low category of
information seeking behavior. This indicates that 90.50 per
cent of them belonged to medium and high category of
information seeking behavior category. The information
seeking behavior of extension personnel showed that
majority of extension personnel belonged to the medium
category of information seeking behavior. This might be
also because the extension personnel relied heavily on the
mass media (TV, radio, journals, newspapers and internet)
for information and keeping knowledge updated. On the
other hand, extension personnel were more dependent on
interpersonal interactions within and outside the department
superiors and friends.
Table 2 Level of transformational leadership among the
extension personnel
Transformational
leadership
Extension personnel
Total
UAS KSDA
Low 0 0 0 (0)
Medium 39 65 104 (52)
High 61 35 96 (48)
Grand total 100 100 200
Level of transformational leadership among extension
personnel
The frequency of respondents on the levels of
transformational leadership further revealed that among the
respondents, 52.00 per cent were medium, 48.00 per cent
were high, whereas none of the extension personnel was
found low on transformational leadership (Table 2). The
results further demonstrated that 6 to 7 extension personnel
out of 10 extension personnel of UASs were high in
transformational leadership. Whereas, 3 to 4 extension
personnel out of 10 extension personnel of KSDA were high
in transformational leadership. Transformational leadership
among extension personnel of UASs is high compared to
KSDA. The reasons for this might be that majority (56%) of
the UAS extension personnel have more than 14 years of
tenure. Thus, Universities of Agricultural Sciences extension
personnel become more professional, specialized, greater
commitment to UAS organization and high level of
technical expertise might contribute for the transformational
leadership. Therefore, extension personnel become trusted
and respected. These qualities form the introductory logical
basis for transformational leadership. Moore and Rudd
(2006) determined that experience in the extension service
was a predictor of transformational leadership. Educational
background may be the other reason because the majority
(94%) of UAS extension personnel were belong to M. Sc.
and Ph. D. qualification, thus education level has
significantly influenced self-perceptions related to
transformational leadership. Therefore, the extension
personnel in university are closed to the transformational
leadership, because they have long tenure and high level of
education more than KSDA, thus the extension personnel in
UAS are more skilled at solving-problems, understanding of
various theories of motivation, purification and suspicions of
corruption and has ability to leading change process this
could contribute for transformational leadership. The above
findings are support the findings of Bradley (2009).
Level of innovative behavior among extension personnel
The frequency of respondents on the levels innovative
behavior revealed that among the respondents, 73.50 per
cent were medium, 26.50 per cent were high, whereas none
of the extension personnel was found low on innovative
behavior (Table 3). Among the extension personnel out 3 to
4 of 10 extension personnel of UASs were high in
innovative behavior. Whereas, 1 to 2 extension personnel
out of 10 extension personnel of KSDA were high in
innovative behavior. It confirmed that the innovative
behavior among extension personnel of UASs is high
compared to the personnel of KSDA. The reasons for this
might be that the UAS organizational environment is
dynamic and flexible, which allows extension personnel to
suggest programs, by thinking in alternative ways, finding
new ways to accomplish task, looking for new technologies,
applying new work methods and investigating and securing
resources to make new ideas happen. These activities
prorate finding the right question, enhancing observation,
using analogies, juggling induction and deduction, changing
point of view, broadening the perspective, dissecting the
problem, leveraging serendipity and reversal, reorganization
and combination of ideas, getting the most out of groups and
breaking out of habitual expectations and frames. This
creativity tools application forms the preliminary logical
basis for innovative behavior among UAS extension
personnel. Other reason superiority of leadership style of
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UAS is the key factor of employee’s innovative behavior
because leaders encourage extension personnel to develop
new ideas and support them to apply new ideas and new
ways to solve work-related problem. Beside, leaders
establish specific goal to motivate colleagues to brain storm.
Also UAS organization is education organization it
motivates an individual to develop their own competence,
learning orientation as the individual’s inner driving force,
prompting the individual to seek challenge, looking forward
to learn from the challenges and growth, to acquire new
knowledge and skills, will help to upgrade their creativity.
Thus, learning orientation employees will think of new ways
and new approaches and apply it to solve problems
encountered at work. Other reason might be that, UAS
organizations emphasis on support for innovation among
extension personnel. This may have impact of cognitive
features of individuals, such as problem-solving style or
problem ownership of extension personnel.
Table 3 Level of innovative behavior among the extension
personnel
Innovative
behavior
Extension personnel
Total
UAS KSDA
Low 0 0 0 (0)
Medium 62 85 147 (73.5)
High 38 15 53 (26.5)
Table 4 Level of job performance among the extension
personnel
Job
performance
Extension personnel
Total
UAS KSDA
Low 0 0 0 (0)
Medium 31 37 68 (34)
High 69 63 132 (66)
Level of job performance among extension personnel
The results regarding levels job performance of
extension personnel revealed that the respondents 66.00 per
cent were high, 34.00 per cent were medium, whereas none
of the extension personnel was found low on job
performance (Table 4). The results revealed that 6 to 7
extension personnel out of 10 extension personnel were high
in job performance. It means that high job performance had
existed in both but a tiny percentage was more in University
of Agricultural Sciences. The reason for such finding may
be that educational level of extension personnel improves
the professional attributes of extension personnel which help
them perform modern farm practices. Further, in the present
study more than 61.00 per cent of UAS extension personnel
were educated up to Ph. D. The other reason for such
finding may be that high-ranking positions and advance
payment install high competitiveness. Further, University of
Agricultural Sciences extension personnel have equal
chance for promotion.
Difference of extension personnel on dimensions of
transformational leadership
On idealized influence dimension, extension personnel
of UAS had 125.11 mean value, while KSDA had 118.45.
The t-value (-4.09) indicated that there was significant
difference between means of extension personnel and
idealized influence dimension at 0.01 level. With regard to
individualized consideration dimension, extension personnel
of UAS had 95.84 mean value. While, KSDA had 91.98.
The t-value (-2.97) indicated that there was significant
difference between means of extension personnel and
individualized consideration dimension at 0.01 level. On
inspirational motivation dimension, extension personnel of
UAS had 96.30 mean value. While, KSDA had 90.30. The t-
value (-5.2) indicated that there was significant difference
between means of extension personnel and idealized
inspirational motivation at 0.01 level. In relation to
intellectual stimulation dimension, extension personnel of
UAS had 48.76 mean value. While, KSDA had 45.70. The t-
value (-4.35) indicated that there was significant difference
between means of extension personnel and intellectual
stimulation dimension at 0.01 level (Table 5). On overall
transformational leadership, extension personnel of UAS
had 366 mean value. While, KSDA had 346.6. The t-value (-
4.66) indicated that there was significant difference between
means of extension personnel and transformational
leadership at 0.01 level.
Idealized influence dimension
The results revealed that the idealized influence is high
among UAS (Table 5). This indicated that there was
significant difference between extension personnel of UAS
and KSAD on idealized influence. The reason for this can be
that the majority (61%) of UAS extension personnel were in
below 50 years, thus younger extension personnel were
more inclined to take and share risks than older managers.
Taking risks instead of maintaining the status quo is one of
the characteristics of idealized influence of transformational
leadership practice. The other reason for this can be
that UAS extension personnel behave in ways that result in
their being role models for both KSAD extension personnel
and farmers. The extension personnel are admired, respected
and trusted among farmers community. He or she can be
counted on to do the right thing, demonstrating high
standards of ethical and moral conduct. Also extension
personnel avoid using power for disseminating technologies.
Inspirational motivation dimension
Inspirational motivation level is high among UAS and
there was significant difference between extension personnel
of UAS and KSAD on inspirational motivation (Table 5).
The reason for this can be that the Universities of
Agricultural Sciences provide opportunities for extension
personnel to serves as an administrative leader and
coordinator for formulating, developing, implementing and
evaluating agricultural extension programmes as well as
develop state extension personnel and farmers. UAS
extension personnel guide the extension education activities
52

for state extension personnel or farmers as groups or
individuals towards the purposeful pursuance of given
objectives within a particular situation by means of
extension communication methods. These communication
skills making orientation forms the preliminary logical basis
for inspirational motivation dimension of transformational
leadership.
Intellectual stimulation dimension
The intellectual stimulation level is high among UAS.
This indicated that there was significant difference between
extension personnel of UAS and KSAD on intellectual
stimulation. The reason for such finding may be that the
high level of education of extension personnel of UAS
stimulates them to be innovative and creative by questioning
assumptions, reframing problems and approaching old
situations in new was. Further, in the present study more
than 61.00 per cent of UAS extension personnel were Ph. D.
holders (Table 5). The other reason for this can be that the
Universities of Agricultural Sciences environment gives the
extension personnel extensive freedom in deciding what
may have be done to achieve organizational goals. Thus,
UAS extension personnel strive to make idealized decision
through diagnosis, set priorities and evaluation. This rational
decision making orientation forms the preliminary logical
basis for intellectual stimulation dimension of
transformational leadership.
Individualized consideration dimension
The individualized consideration level is high among
UAS. This indicated that there was significant difference
between extension personnel of UAS and KSAD on
individualized consideration. The reason for this can be
that the Universities of Agricultural Sciences culture build
good relationship between extension personnel by showing
appreciation and treating each employee as an individual
and initiate an interest in the long-term development of each
employee (Table 5). That attracts the capable and motivated
extension personnel needed by the universities. The other
reason for this can be that the Universities of Agricultural
Sciences management style is that delegated the tasks are
monitored and supervised if the followers need additional or
support and the management have concern criteria to assess
progress. The above findings support the findings of Bradley
(2009) found that college of agriculture deans, extension
personnel and agricultural education teachers perceived that
they were more transformational in their leadership style in
contrast to transactional and laissez-faire. Within
transformational leadership, inspirational motivation and
individualized consideration received the highest scores.
Table 5 Difference of extension personnel on dimensions of transformational leadership
Group
Idealized
influence
Individualized
consideration
Inspirational
motivation
Intellectual
stimulation
Transformational
leadership
KSDA 118.45 (12.30) 91.98 (10.94) 90.3 (8.84) 45.7 (5.43) 346.6 (33.86)
UAS 125.11 (10.47) 95.84 (7.94) 96.3 (8.57) 48.76 (4.83) 366 (28.43)
t-value -4.09** -2.97** -5.2** -4.35** -4.66**
**Significant at 0.01 level
Difference of extension personnel on dimensions of
innovative behavior
The results connoted score of respondents on level of
different extension personnel and innovative behavior
dimensions by applying t-test. In relation teaching role
dimension, extension personnel of UAS had 54.28 mean
value. While, KSDA had 50.74. The t-value (-5.21)
indicated that there was significant difference between
means of extension personnel and teaching role dimension at
0.01 level. Regarding to managerial role dimension,
extension personnel of UAS had 70.85 mean value. KSDA
had 65.21. The t-value (-5.12) indicated that there was
significant difference between means of extension personnel
and managerial role dimension at 0.01 level. On overall
innovative behavior, extension personnel of UAS had
125.03 mean value. While, KSDA had 115.87. The t-value
(-5.61) indicated that there was significant difference
between means of extension personnel and innovative
behavior at 0.01 level (Table 6).
Teaching role dimension
On teaching role dimension, extension personnel of
UAS had more mean value than extension personnel of
KSDA; this indicated that there was significant difference
teaching role dimension. The reason for such finding may be
that the high level of information seeking behavior of US
extension personnel. This behavior helps extension
personnel explore the knowledge and technologies from
alternatives sources. This includes the expectation to be
flexible, reflective and willing to adapt, as well as to
contribute to the development of innovative instructional
environments. Further, in the present study more than 94.00
per cent of UAS extension personnel were belong up to
medium information seeking behavior category. The other
reasons for such finding may be that the Universities of
Agricultural Sciences environment is more participatory
manner in which the extension personnel become the
farmers’ partners who discuss the various options open to
them to increase their income in sustainable way in their
specific situation. This requires extension personnel who are
much more competent to diagnose the situation of their
farmers together with them and who are capable of taking
new initiatives to develop new solution to these problems.
Thus, Universities of Agricultural Sciences try to create
encouraged environment to staff who willing and able to
contribute as much possible to fulfilling organizational
goals. Thus, this nature of role required for an extension
53

personnel who is able to transfer knowledge and
technologies by exploration, adjustment, or adoption of new
different ways of teaching methods.
Managerial role dimension
On managerial role dimension, extension personnel of
UAS had more mean value than extension personnel of
KSDA, this indicated that there was significant difference
teaching role dimension. The reason for such finding may be
that the level of experience of extension personnel of UAS.
This quality helps extension personnel face complex
situations due to changing agricultural scenarios. Thus
extension personnel in UAS organization have capacity for
planning and evaluating extension program by search,
modify, adopt, or apply new alternative techniques of
management in effective transfer of technology. Further, in
the present study more than 56.00 per cent of UAS
extension personnel hade more than 14 years of experience.
Table 6 Difference of extension personnel on dimensions
of innovative behavior
Group
Teaching
role
Managerial
role
Innovative
behavior
KSDA 50.74 (5.00) 65.21 (7.43) 115.87 (10.95)
UAS 54.28 (5.24) 70.85 (7.44) 125.03 (12.09)
t-value -5.21** -5.12** -5.61**
Relationship between independent variables and job
performance and extension personnel
An attempt was made in the present investigation to
ascertain the relationship between selected independent
variables with job performance. The coefficient of
correlation test computed for data indicated that out of 8
variables, 4 variables showed highly positive and significant
relationship with job performance at 0.01 level (Table 7).
They were education, information seeking behavior,
transformational leadership and innovative behavior.
Education and job performance
It observed that education level of extension personnel
had significant relationship with their job performance level.
The reason for such finding may be that education
qualification improves the professional competence of
extension personnel which help them to perform their
specific duties. Also extension personnel with higher
educational status have good chance for promotion. Further,
in the present study more than 66.50 per cent of overall
extension personnel were educated up to M. Sc. That is why
education might have significant to exert influence on the
performance of overall extension personnel. Therefore, it
may be concluded that the education and job performance
are significantly related.
Information seeking behavior and job performance
The results indicated positive significant relationship
between information seeking behavior of extension
personnel and their job performance, which implies that
information seeking behavior, promotes performance level
of the extension personnel. Information seeking behavior
will tend to be in constant touch with new information
(Table 7). There by becoming aware of day to day problems
as well as timely solutions to these problems. This will
contribute to job performance. The present finding can be
interpreted as supportive of the above assumption that
information seeking behavior is positively related with job
performance of the subjects (Lowe et al. 1996). Certain
other studies also highlighted this point of argument. Greater
exposure of an individual to mass media such as radio, T.V.,
newspaper, internet and other help in seeking new ideas,
different methods and techniques of approaching problems,
proper utilization of natural resources including human
talents for self-development as well to develop community
at large. Acquisition of such practical knowledge on various
aspects of life problem develops confidence in the individual
which in turn induce him to do his best in his assigned work.
This fact could also be attributed as reason for better
performance of their jobs by extension personnel who had
greater exposure to mass media than those who utilized
mass media to lesser extent. Further, in the present study
more than 90.5 per cent of overall extension personnel had
medium information seeking behavior level. That is why
information seeking behavior might have significant
relationship with job performance of extension personnel.
Therefore, it may be concluded information seeking
behavior and job performance are significantly related.
Transformational leadership and job performance
The results indicated positive significant association
between transformational leadership of extension personnel
and their of job performance. The reason for such finding
may be that the considerable percentage (48%) of the
respondents was belonged to high level on transformational
leadership. Extension personnel with high level of the
qualities of transformational leadership empower to perform
beyond expectations.
Innovative behavior and job performance
The results indicated positive significant relationship
between innovative behavior of extension personnel and
their of job performance. The reason for such finding may
be that the majority of extension personnel (73.50%) belong
to medium level on innovative behavior. Extension
personnel with higher innovative behavior direct their
attention to the task and are incited by challenges to make
greater effort. Second, the innovative behavior allows
extension personnel to think outside of the box. Finally,
when a problem occurs, the optimist views it as a challenge
and strives to solve it. This finding was in concurrence with
the findings of Yuan and Woodman (2010), Miron et al.
(2004).
Gender and job performance
The gender category of extension personnel and its two
groups, namely UAS and KSDA did not show any
54

significant relationship with their level of job performance.
This might be because of reason that both men and women
have equal opportunities in competitive high-ranking
positions and payment. Further, both men and women have
chance of developing their skills in extension work.
Table 7 Correlation coefficients between selected
independent variables of respondents and job performance
Independent variables Correlation coefficient ‘r’
Gender -0.05 NS
Age -0.09 NS
Education 0.23**
Experience -0.13 NS
In-service training -0.05 NS
Information seeking behavior 0.47**
Transformational leadership 0.57**
Innovative behavior 0.35**
**Significant at 0.01 level; NS- Non significant
Age and job performance
The age level of extension personnel and its two
categories, namely UAS and KSDA did not show any
significant relationship with their level of job performance.
This might be because of reason that all age categories have
equal opportunities in competitive high-ranking positions
and payment. Further, all age categories have chance of
developing their skills in extension work. Further,
irrespective of their age, the extension personnel might have
satisfied or dissatisfied with the type of job in UAS and
KSDA. Also lack of proper permissive working atmosphere
might have been felt equally by the both UAS and KSDA
irrespective of their age and affected their job performance
to the same extent (Scott and Bruce 1994). This might be the
probable reason for non-significant relationship between age
and performance of extension personnel.
Table 8 Contribution of selected independent variables to
job performance of extension personnel
Independent variables
Regression
coefficients ‘b’
‘t’ value
(Constant) 29.35 4.13**
Gender -1.04 -0.88 NS
Age -0.02 -0.23 NS
Education 0.06 0.16 NS
Experience -0.06 -0.72 NS
In-service training 0.00 0.10 NS
Information seeking behavior 1.01 4.25**
Transformational leadership 0.12 6.55**
Innovative behavior -0.04 -0.84 NS
NS- Non significant
R2
= 0.4069
Experience and job performance
The result of the study reveal there was no significant
relationship between the length of service of extension
personnel and job performance. Even though experience is a
great master but even that, to days problems are not same for
tomorrow and organizational differences are there.
Therefore, the experience is not panacea for all. Further,
most people tend to partially satisfied in each need area and
partially unsatisfied.
In-service training and job performance
The results revealed that there was no significant
relationship between in-service of extension personnel and
job performance. This might be because of reason that the
extension personnel have equal chance to attend training
course for developing their skills and knowledge (Table 7).
Other reason might be because training programs are mainly
conducted according to the general need of the extension
organization. Also might be there are bias in nomination the
right type of employee.
Contribution of selected independent variables towards job
performance of extension personnel
Multivariate analysis of the selected independent
variables of extension personnel and job performance
revealed that the regression coefficient (R2
= 0.4069) of the
selected independent variables of extension personnel
namely; gender, age, education, experience, in-service
training and innovative behavior were non-significant (Table
8). Only, information seeking behavior and transformational
were found to contribute significantly at 0.01 level of
probability with the job performance of extension personnel.
Correlation coefficient test provides information about the
nature of relationships between independent and dependent
variable. Hence, it was felt essential to compute multiple
regression analysis to determine the magnitude of influence
of independent variables on the dependent variables. In the
present study, it was observed that the job performance of
extension personnel had strong correlation with four out of
eight independent variables. Hence, further analysis was
carried out to determine the contribution of all the 8
variables in predicting the job performance of extension
personnel by opting to multiple regression analysis. The data
further revealed that only two variables namely information
seeking behavior and transformational leadership were
found to be significant in expanding the variation in the job
performance of extension personnel. Hence, these two
variables could be trimmed as good predictors of extension
personnel job performance. The coefficient of determination
R² = 0.4069 indicated that all the eight variables together
explained 40.69 per cent variation in the job performance of
extension personnel. In view of the empirical evidences
provided by the results of correlation and multiple
regression analysis, the hypothesis set for the study that
there is influence by transformational leadership and
innovative behavior on extension personnel performance
was accepted (Basu and Green 1997).
Implication of the study
 6 to 7 extension personnel out of 10 extension personnel
of UASs were high in transformational leadership. So the
extension personnel can be selected on the basis of
leadership dynamics who can shoulder the responsibility
of change orientation successfully.
55

 Among the variables studied, education, information
seeking behavior, transformational leadership and
innovative behavior had significant association with the
job performance of extension personnel. These variables
are to be stressed and extension organization may select
personnel possessing these attributes for better
performance in implementing various programmes.
 It was found that training received by the Extension
personnel did not influence their performance. This
implies that there is a need for the reorientation of the
training programmes considering the actual practical
information requirement by the extension personnel.
 The results of the study implied that extension personnel
of Karnataka State Department of Agriculture (KSDA)
found to possess lower level of qualities of innovative
behavior. Therefore, appropriate innovative behavior
trainings may have to be imparted to the KSDA extension
personnel.
 Performance appraisal of the extension personnel may
have to be done on a regular basis for the both Department
of Agriculture and University of Agricultural Sciences
and the results as well as suggestions may have to be
communicated to the employees to improve their
performance.
 The results of the study implied that Transformational
leadership and innovative behavior has high positive
influence on job performance. Therefore, training and
development programs for extension personnel may have
to focus on developing these competences in them.
 The idealized influence characteristic of transformational
leadership which included integrity, respect, risk-sharing,
trust and vision may have to be imbibed/ developed
among extension personnel to enhance their job
performance.
 The individualized consideration characteristic of
transformational leadership which included empowering,
listening, mentoring and personal attention may have to be
developed/ inculcated among extension personnel to
enhance their job performance.
 The Inspirational motivation characteristic of
transformational leadership which included commitment
to goals, communication, enthusiasm and modeling may
have to be developed among extension personnel to
enhance their job performance.
 The intellectual stimulation characteristic of
transformational leadership which included problem-
solving and rationality may have to be developed among
extension personnel to enhance their job performance.
 The teaching role of innovative behavior may have to be
developed among extension personnel to enhance their job
performance.
 The managerial role of innovative behavior may have to
be developed among extension personnel to enhance their
job performance.
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Bass B M. 1985. Leadership and performance beyond expectations. New York : The Free Press
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Basu R and Green S G. 1997. Leader member exchange and transformational leadership: An empirical examination of
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Bradley. 2009. Transformational leadership research in agricultural education: A synthesis of the literature. Journal of
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efficiency compete or complement each other? Journal of Organizational Behavior 25: 175-199.
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