| Abstract | 第5页 |
| Acknowledgments | 第6-7页 |
| Dedication | 第7-8页 |
| List of Tables | 第8-9页 |
| List of figures | 第9-10页 |
| List of Abbreviations | 第10-11页 |
| Table of Contents | 第11-13页 |
| CHAPTER ONE: Introduction | 第13-20页 |
| 1.1. Introduction | 第13页 |
| 1.2. Background of the Study | 第13-16页 |
| 1.2.1. Education Overview | 第13-15页 |
| 1.2.2. The emergence of tertiary Education institutions in Lesotho | 第15页 |
| 1.2.3. Governance and management of tertiary education in Lesotho | 第15-16页 |
| 1.3. Statement of the problem | 第16-17页 |
| 1.4. Objectives | 第17页 |
| 1.5. Research questions | 第17页 |
| 1.6. Purpose of the study | 第17-18页 |
| 1.7. Significance of the study | 第18页 |
| 1.8. Scope of the study | 第18页 |
| 1.9. Definition of operational terms | 第18-20页 |
| CHAPTER TWO: Literature Review and Conceptual Framework | 第20-42页 |
| 2.1. Introduction | 第20页 |
| 2.2. Development of Leadership theories | 第20-27页 |
| 2.3. Transformational Leadership and Beneficiary contact | 第27-31页 |
| 2.4. Transformational Leadership and Pro-social Impact | 第31-34页 |
| 2.5. Transformational Leadership style and Performance effects | 第34-40页 |
| 2.6. Conceptual framework | 第40-42页 |
| CHAPTER THREE: Methodology | 第42-48页 |
| 3.1. Introduction | 第42页 |
| 3.2. The nature of the study/Research design | 第42页 |
| 3.3. Area of the study | 第42-43页 |
| 3.4. Population | 第43页 |
| 3.5. Sample and sampling techniques | 第43页 |
| 3.6. Data collection instruments | 第43-46页 |
| 3.7. Validity and Reliability of the data collection instruments | 第46页 |
| 3.8. Data analysis | 第46-47页 |
| 3.9. Ethical consideration | 第47-48页 |
| CHAPTER FOUR: Results and Analysis | 第48-64页 |
| 4.1. Introduction | 第48页 |
| 4.2. Demographic Information | 第48-55页 |
| 4.3. Main Findings of the study | 第55-64页 |
| 4.3.1. Transformational Leadership facilitation of Beneficiary contact in tertiary institutionsin Lesotho | 第55-58页 |
| 4.3.2. The impact of the transformational leadership's beneficiary contact on lectures'perceived pro-social attitude | 第58-60页 |
| 4.3.3. The effects leader's facilitated beneficiary contact and perceived pro-social attitude within the institution on institutional performance | 第60-64页 |
| CHAPTER FIVE: Discussion and Conclusion | 第64-72页 |
| 5.1. Introduction | 第64页 |
| 5.2. Discussion | 第64-70页 |
| 5.2.1. Transformational leadership and beneficiary contact within the institution | 第64-65页 |
| 5.2.2. The impact of transformational leadership's beneficiary contact on the Perceived pro-social attitude | 第65-66页 |
| 5.2.3. Transformational leadership's facilitated beneficiary contact and the perceived pro-social attitude effects on institutional performance | 第66-70页 |
| Conclusions | 第70-72页 |
| CHAPTER SIX: Recommendations,Implications and Limitations | 第72-74页 |
| 6.1. Recommendations | 第72页 |
| 6.2. Implications | 第72-73页 |
| 6.3. Limitations | 第73-74页 |
| References | 第74-81页 |
| Appendices | 第81-92页 |
