東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Expert, coercive, legitimate, refere...

West, G. R. Bud.

FindBook

Google Book

Amazon

博客來

Expert, coercive, legitimate, referent, and reward power bases as moderating variables upon the relationships between service, humility, and shared vision with affective organizational commitment and job satisfaction among members of the U.S. Navy.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Expert, coercive, legitimate, referent, and reward power bases as moderating variables upon the relationships between service, humility, and shared vision with affective organizational commitment and job satisfaction among members of the U.S. Navy./
作者:	West, G. R. Bud.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2010,
面頁冊數:	172 p.
附註:	Source: Dissertations Abstracts International, Volume: 72-05, Section: B.
Contained By:	Dissertations Abstracts International72-05B.
標題:	Behavioral psychology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3425742
ISBN:	9781124273402

Expert, coercive, legitimate, referent, and reward power bases as moderating variables upon the relationships between service, humility, and shared vision with affective organizational commitment and job satisfaction among members of the U.S. Navy.
West, G. R. Bud.

Expert, coercive, legitimate, referent, and reward power bases as moderating variables upon the relationships between service, humility, and shared vision with affective organizational commitment and job satisfaction among members of the U.S. Navy. - Ann Arbor : ProQuest Dissertations & Theses, 2010 - 172 p.

Source: Dissertations Abstracts International, Volume: 72-05, Section: B.

Thesis (Ph.D.)--Regent University, 2010.

Only a sparse amount of empirical research exists regarding how servant leadership relates to organizational outcomes of affective organizational commitment and job satisfaction. Additionally, little if any empirical research exists regarding the role of power in any predictive relationships involving servant leadership. Based on these shortages of information, this study provides new and original findings that expand the fields of inquiry. Using subjects from various commands within the U.S. Navy, I conducted this study to (a) test the construct validity of Hale and Fields' (2007) servant leadership instrument through the use of confirmatory factor analysis; (b) examine the relationships between three predictor variables (service, humility, and vision) which scholars have related to servant leadership and the outcome variables of affective organizational commitment and job satisfaction; and (c) check for the effects of moderation by the bases of power including expert, coercive, reward, referent, and legitimate, as first suggested by French and Raven (1959). This present study validated Hale and Fields' servant leadership instrument, in that I confirmed the three factors previously observed by them (service, humility, and shared vision). All 18 items loaded on the appropriate factors with two items (Service 5 and 6) cross loading with humility. Further results indicate that (a) leaders who demonstrate service and shared vision contribute to affective organizational commitment; (b) leaders who demonstrate shared vision contribute to job satisfaction; (c) there exist positive moderating effects of higher levels of leaders' expert, reward, referent, and legitimate power and lower levels of leaders' coercive power resulting in stronger relationships between service, humility, and shared vision and affective organizational commitment; and (d) there exist positive moderating effects of higher levels of leaders' reward and legitimate power and lower levels of leaders' coercive, expert, and referent power resulting in stronger relationships between service, humility, and shared vision and job satisfaction.

ISBN: 9781124273402Subjects--Topical Terms:

2122788
Behavioral psychology.
Subjects--Index Terms:

Affective commitment

Expert, coercive, legitimate, referent, and reward power bases as moderating variables upon the relationships between service, humility, and shared vision with affective organizational commitment and job satisfaction among members of the U.S. Navy.
LDR:03580nmm a2200433 4500 001 2270926
005 20201007134039.5
008 220629s2010 ||||||||||||||||| ||eng d
020 $a 9781124273402
035 $a (MiAaPQ)AAI3425742
035 $a AAI3425742
040 $a MiAaPQ $c MiAaPQ
100 1 $a West, G. R. Bud. $3 3548312
245 1 0 $a Expert, coercive, legitimate, referent, and reward power bases as moderating variables upon the relationships between service, humility, and shared vision with affective organizational commitment and job satisfaction among members of the U.S. Navy.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2010
300 $a 172 p.
500 $a Source: Dissertations Abstracts International, Volume: 72-05, Section: B.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Bocarnea, Mihai C.
502 $a Thesis (Ph.D.)--Regent University, 2010.
520 $a Only a sparse amount of empirical research exists regarding how servant leadership relates to organizational outcomes of affective organizational commitment and job satisfaction. Additionally, little if any empirical research exists regarding the role of power in any predictive relationships involving servant leadership. Based on these shortages of information, this study provides new and original findings that expand the fields of inquiry. Using subjects from various commands within the U.S. Navy, I conducted this study to (a) test the construct validity of Hale and Fields' (2007) servant leadership instrument through the use of confirmatory factor analysis; (b) examine the relationships between three predictor variables (service, humility, and vision) which scholars have related to servant leadership and the outcome variables of affective organizational commitment and job satisfaction; and (c) check for the effects of moderation by the bases of power including expert, coercive, reward, referent, and legitimate, as first suggested by French and Raven (1959). This present study validated Hale and Fields' servant leadership instrument, in that I confirmed the three factors previously observed by them (service, humility, and shared vision). All 18 items loaded on the appropriate factors with two items (Service 5 and 6) cross loading with humility. Further results indicate that (a) leaders who demonstrate service and shared vision contribute to affective organizational commitment; (b) leaders who demonstrate shared vision contribute to job satisfaction; (c) there exist positive moderating effects of higher levels of leaders' expert, reward, referent, and legitimate power and lower levels of leaders' coercive power resulting in stronger relationships between service, humility, and shared vision and affective organizational commitment; and (d) there exist positive moderating effects of higher levels of leaders' reward and legitimate power and lower levels of leaders' coercive, expert, and referent power resulting in stronger relationships between service, humility, and shared vision and job satisfaction.
590 $a School code: 1058.
650 4 $a Behavioral psychology. $3 2122788
650 4 $a Management. $3 516664
650 4 $a Public administration. $3 531287
650 4 $a Occupational psychology. $3 2122852
650 4 $a Military studies. $3 2197382
653 $a Affective commitment
653 $a Job satisfaction
653 $a Navy
653 $a Organizational commitment
653 $a Power bases
653 $a Servant leadership
653 $a Social power
653 $a United States
690 $a 0384
690 $a 0454
690 $a 0617
690 $a 0624
690 $a 0750
710 2 $a Regent University. $3 1019258
773 0 $t Dissertations Abstracts International $g 72-05B.
790 $a 1058
791 $a Ph.D.
792 $a 2010
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3425742