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Correctional officer job satisfactio...

Walker, Edward G.

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Correctional officer job satisfaction and leadership: A correlational study.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Correctional officer job satisfaction and leadership: A correlational study./
Author:	Walker, Edward G.
Description:	183 p.
Notes:	Source: Dissertation Abstracts International, Volume: 72-06, Section: A, page: .
Contained By:	Dissertation Abstracts International72-06A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3452768
ISBN:	9781124603780

Correctional officer job satisfaction and leadership: A correlational study.
Walker, Edward G.

Correctional officer job satisfaction and leadership: A correlational study. - 183 p.

Source: Dissertation Abstracts International, Volume: 72-06, Section: A, page: .

Thesis (D.M.)--University of Phoenix, 2010.

The demands of correctional leadership increases as correctional institutions face a paradigm shift and change of focus in approaches to jail leadership on officer job satisfaction. The purpose of the current study was to determine whether a correlation existed between the leadership style of the organizational leader and subordinates' job satisfaction among correctional officers. The Kouzes and Posner (2002) Leadership Practice Inventory was used as the instrument to measure leadership style operationalized as five styles of transformational leadership and validated by a Likert-type scale questionnaire; the Bowling Green University (1969) Job in General was used as the instrument to measure job satisfaction. The population included 295 volunteers associated with a correctional association located in the United States. The results indicated an internal consistency reliability of the five leadership style scores and job satisfaction between 0.91 and 0.96 for all scale scores. The results also indicated a statistically significant, strong correlation between job satisfaction and the ability to inspire a shared vision (r(295) = 0.43; p < 0.001) as well as between job satisfaction and the ability to challenge the process (r(295) = 0.44; p < 0.001). The results also indicated a relationship between job satisfaction and the ability to engage others to act (r(295) = 0.46; p < 0.001) as well as job satisfaction and the ability to encourage the heart (r(295) = 0.44; p < 0.001). The five leadership style scores explained a statistically significant percentage of the variance in JS scores, F(5,289) = 16.5; p < 0.001; R-Square = 0.22.

ISBN: 9781124603780Subjects--Topical Terms:

626628
Business Administration, Management.

Correctional officer job satisfaction and leadership: A correlational study.
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020 $a 9781124603780
035 $a (UMI)AAI3452768
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100 1 $a Walker, Edward G. $3 1682598
245 1 0 $a Correctional officer job satisfaction and leadership: A correlational study.
300 $a 183 p.
500 $a Source: Dissertation Abstracts International, Volume: 72-06, Section: A, page: .
500 $a Adviser: Lynn Patten.
502 $a Thesis (D.M.)--University of Phoenix, 2010.
520 $a The demands of correctional leadership increases as correctional institutions face a paradigm shift and change of focus in approaches to jail leadership on officer job satisfaction. The purpose of the current study was to determine whether a correlation existed between the leadership style of the organizational leader and subordinates' job satisfaction among correctional officers. The Kouzes and Posner (2002) Leadership Practice Inventory was used as the instrument to measure leadership style operationalized as five styles of transformational leadership and validated by a Likert-type scale questionnaire; the Bowling Green University (1969) Job in General was used as the instrument to measure job satisfaction. The population included 295 volunteers associated with a correctional association located in the United States. The results indicated an internal consistency reliability of the five leadership style scores and job satisfaction between 0.91 and 0.96 for all scale scores. The results also indicated a statistically significant, strong correlation between job satisfaction and the ability to inspire a shared vision (r(295) = 0.43; p < 0.001) as well as between job satisfaction and the ability to challenge the process (r(295) = 0.44; p < 0.001). The results also indicated a relationship between job satisfaction and the ability to engage others to act (r(295) = 0.46; p < 0.001) as well as job satisfaction and the ability to encourage the heart (r(295) = 0.44; p < 0.001). The five leadership style scores explained a statistically significant percentage of the variance in JS scores, F(5,289) = 16.5; p < 0.001; R-Square = 0.22.
590 $a School code: 0850.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0629
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710 2 $a University of Phoenix. $3 1018420
773 0 $t Dissertation Abstracts International $g 72-06A.
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