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The perception of leadership style: ...

Archbold, Ricardo H.

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The perception of leadership style: Effect on the work environment.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The perception of leadership style: Effect on the work environment./
作者:	Archbold, Ricardo H.
面頁冊數:	221 p.
附註:	Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1853.
Contained By:	Dissertation Abstracts International65-05A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3132802
ISBN:	0496800426

The perception of leadership style: Effect on the work environment.
Archbold, Ricardo H.

The perception of leadership style: Effect on the work environment. - 221 p.

Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1853.

Thesis (D.B.A.)--Nova Southeastern University, 2004.

The purpose of this paper is to determine the relationship between the varying employee perceptions of leadership styles and its effect on the behavioral outcomes of employee extra effort, leader effectiveness and employee satisfaction with the leader. A total of forty-five sample respondents comprising of two groups were used to see the results and compare the responses between those managers with production type responsibilities compared to those with administrative type responsibilities.

ISBN: 0496800426Subjects--Topical Terms:

626628
Business Administration, Management.

The perception of leadership style: Effect on the work environment.
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245 1 4 $a The perception of leadership style: Effect on the work environment.
300 $a 221 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1853.
500 $a Adviser: Daniel L. Austin.
502 $a Thesis (D.B.A.)--Nova Southeastern University, 2004.
520 $a The purpose of this paper is to determine the relationship between the varying employee perceptions of leadership styles and its effect on the behavioral outcomes of employee extra effort, leader effectiveness and employee satisfaction with the leader. A total of forty-five sample respondents comprising of two groups were used to see the results and compare the responses between those managers with production type responsibilities compared to those with administrative type responsibilities.
520 $a The instrument used to measure the sample responses was Bernard M. Bass' Multifactor Leadership Questionnaire version 5X Short Form. Pearson's Product-Moment correlation was used to measure the relationships between each of the factors comprising the groupings of transformational, transactional, and laissez-faire leadership styles and outcomes. Multiple regression analyses were used to measure the significance of the hypotheses comparing the relationships between the leadership factors and the measured outcomes of employee extra effort, leadership effectiveness, and employee satisfaction with the leader. To view any other relationships between the factors, a factor analysis was performed utilizing two-factor measurement relationship to determine any residual groupings or relationships.
520 $a The factors of transformational leadership scored the highest means of the combined responses with contingent reward also scoring a significant mean. There was also a noticeable variation of perception between the production labor managers and the administrative labor managers in evaluation of their leaders. Transformational leadership reflected a higher relationship to the outcomes for the administrative group while the transactional factors reflected a significant relationship in the production group. Contingent reward measured as a high factor in relation to individualized motivation for both groups. The laissez-faire management style had negative correlations and insignificant relationships to the outcomes in both groups and with the combined responses.
590 $a School code: 1191.
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