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Transformational vs. transactional l...

Albritton, Rosie Lee.

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Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness./
作者:	Albritton, Rosie Lee.
面頁冊數:	411 p.
附註:	Source: Dissertation Abstracts International, Volume: 54-05, Section: A, page: 1578.
Contained By:	Dissertation Abstracts International54-05A.
標題:	Library Science. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9328961

Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness.
Albritton, Rosie Lee.

Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness. - 411 p.

Source: Dissertation Abstracts International, Volume: 54-05, Section: A, page: 1578.

Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1993.

Transformational vs. transactional leadership, as defined by Burns (1978), and Bass (1985), represents an important addition to previous conceptualizations of leadership. As technological and societal changes continue to influence libraries and higher education, leaders with vision and transformational characteristics will be needed in academic libraries to help encourage librarians and other staff to move towards individual renewal and organizational revitalization.Subjects--Topical Terms:

881164
Library Science.

Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness.
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245 1 0 $a Transformational vs. transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness.
300 $a 411 p.
500 $a Source: Dissertation Abstracts International, Volume: 54-05, Section: A, page: 1578.
500 $a Adviser: Bryce Allen.
502 $a Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1993.
520 $a Transformational vs. transactional leadership, as defined by Burns (1978), and Bass (1985), represents an important addition to previous conceptualizations of leadership. As technological and societal changes continue to influence libraries and higher education, leaders with vision and transformational characteristics will be needed in academic libraries to help encourage librarians and other staff to move towards individual renewal and organizational revitalization.
520 $a The objectives of this study were to determine: (1) whether perceptions of transformational factors (charisma, inspiration, intellectual stimulation, and individual consideration), as defined by the Multifactor Leadership Questionnaire (MLQ), (Bass, 1985; Bass & Avolio, 1990) would have incremental effects above and beyond transactional factors (contingent reward and management by exception), in medium-sized university libraries; (2) the relationship of the leadership factors to perceptions of three outcome measures from the MLQ: satisfaction, extra effort and effectiveness; and (3) the relationship of the MLQ model to perceived dimensions of library organizational effectiveness, as defined and measured by the Academic Library Effectiveness Questionnaire (ALEQ), (McDonald, 1987).
520 $a All hypotheses associating the transformational leadership model with organizational effectiveness in medium-sized university libraries were supported. The major findings indicated: perceptions of transformational and transactional leadership behaviors in the library sample were similar to the Bass (1985) model and other previous research on the model in other fields; transformational leadership behaviors were perceived by the library sample as having more influence (either direct or indirect) on leadership outcomes, than transactional leadership; library organizational effectiveness was perceived as a multidimensional construct, similar to the McDonald (1987) model; transformational leadership was perceived as having more influence (either direct or indirect), than transactional leadership on the predictability of dimensions of library organizational effectiveness, (i.e., planning, organizing, evaluating, managing and developing resources); and background, status, and other demographic characteristics of the respondents, (i.e., position in the library, faculty status, affiliation with privately or state-support institution, research or college library), had strong influences (direct and indirect) on perceptions of both transformational leadership and organizational effectiveness.
520 $a Results of this study also provided validity data for both instruments and suggested the need to investigate other variables which might account for variance in leadership outcomes and organizational effectiveness.
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