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Empirical correlation among transact...

Green, Wiliam L., Jr.

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Empirical correlation among transactional, transformational, and laissez-faire leadership: Comparisons, arguments, and relationship with percieved leadership style.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Empirical correlation among transactional, transformational, and laissez-faire leadership: Comparisons, arguments, and relationship with percieved leadership style./
Author:	Green, Wiliam L., Jr.
Description:	140 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.
Contained By:	Dissertation Abstracts International75-06A(E).
Subject:	Business Administration, General. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3612088
ISBN:	9781303733017

Empirical correlation among transactional, transformational, and laissez-faire leadership: Comparisons, arguments, and relationship with percieved leadership style.
Green, Wiliam L., Jr.

Empirical correlation among transactional, transformational, and laissez-faire leadership: Comparisons, arguments, and relationship with percieved leadership style. - 140 p.

Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.

Thesis (Ph.D.)--Capella University, 2014.

This item must not be sold to any third party vendors.

The issue examined by this research study was the absence of performance in meeting individual sales goals and targets within a military recruiting organization in Southwest United States, prompting command personnel to explore developments in organizational efficiency. The central questions for this dissertation are, what are the opinions of the subordinates regarding the leadership characteristics of their leaders in southwest United States, recruiting unit as measured by the Multifactor Leadership Questionnaire (MLQ)? Based on the military recruiting unit perceived leadership scores, assessed by the MLQ, how do the perceptions of the subordinates in the current sample compare to those of a national sample? How do the United States Army Recruiting Command (USAREC) perceived leadership (MLQ) scores relate to MLQ measures of effectiveness, satisfaction, and ability to inspire extra effort? How do USARECs perceived leadership (MLQ) scores relate to MLQ measures of effectiveness, satisfaction, and ability to inspire extra effort after controlling for subordinates' demographic characteristics? In order to answer these central questions, this researcher collected data using the MLQ based on subordinates' ratings of their leaders in the southwest United States military organization. This study investigated the correlations between each of the autonomous variables of transformational, transactional, and laissez-faire leadership styles, and the soldiers' self-perceived leadership style effectiveness. Statistical analysis revealed a positive correlation between transformational style of leadership with efficacy, satisfaction, and extra effort. The findings supported transformational leadership as an effective leadership style and necessary criterion to ensure that staff in the USAREC, with whom civilians primarily interface, transition from the traditional duties of a soldier to duties of recruitment and successfully meet performance standards for sales goals, experience job satisfaction, and inspire extra effort.

ISBN: 9781303733017Subjects--Topical Terms:

1017457
Business Administration, General.

Empirical correlation among transactional, transformational, and laissez-faire leadership: Comparisons, arguments, and relationship with percieved leadership style.
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245 1 0 $a Empirical correlation among transactional, transformational, and laissez-faire leadership: Comparisons, arguments, and relationship with percieved leadership style.
300 $a 140 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.
500 $a Adviser: Dr. Raj Singh.
502 $a Thesis (Ph.D.)--Capella University, 2014.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a The issue examined by this research study was the absence of performance in meeting individual sales goals and targets within a military recruiting organization in Southwest United States, prompting command personnel to explore developments in organizational efficiency. The central questions for this dissertation are, what are the opinions of the subordinates regarding the leadership characteristics of their leaders in southwest United States, recruiting unit as measured by the Multifactor Leadership Questionnaire (MLQ)? Based on the military recruiting unit perceived leadership scores, assessed by the MLQ, how do the perceptions of the subordinates in the current sample compare to those of a national sample? How do the United States Army Recruiting Command (USAREC) perceived leadership (MLQ) scores relate to MLQ measures of effectiveness, satisfaction, and ability to inspire extra effort? How do USARECs perceived leadership (MLQ) scores relate to MLQ measures of effectiveness, satisfaction, and ability to inspire extra effort after controlling for subordinates' demographic characteristics? In order to answer these central questions, this researcher collected data using the MLQ based on subordinates' ratings of their leaders in the southwest United States military organization. This study investigated the correlations between each of the autonomous variables of transformational, transactional, and laissez-faire leadership styles, and the soldiers' self-perceived leadership style effectiveness. Statistical analysis revealed a positive correlation between transformational style of leadership with efficacy, satisfaction, and extra effort. The findings supported transformational leadership as an effective leadership style and necessary criterion to ensure that staff in the USAREC, with whom civilians primarily interface, transition from the traditional duties of a soldier to duties of recruitment and successfully meet performance standards for sales goals, experience job satisfaction, and inspire extra effort.
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