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The personality traits of formal and...

Oldenburgh, Patrick Leon, Jr.

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The personality traits of formal and informal leaders: A quantitative study.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The personality traits of formal and informal leaders: A quantitative study./
作者:	Oldenburgh, Patrick Leon, Jr.
面頁冊數:	135 p.
附註:	Source: Dissertation Abstracts International, Volume: 76-09(E), Section: A.
Contained By:	Dissertation Abstracts International76-09A(E).
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3692073
ISBN:	9781321686999

The personality traits of formal and informal leaders: A quantitative study.
Oldenburgh, Patrick Leon, Jr.

The personality traits of formal and informal leaders: A quantitative study. - 135 p.

Source: Dissertation Abstracts International, Volume: 76-09(E), Section: A.

Thesis (D.M.)--University of Phoenix, 2015.

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

Leadership, from both an informal and formal perspective, has the potential to influence the organizational structure. Official designations, such as a title, define the formal leader. Informal leaders are more difficult to identify and present a challenge to organizations who wish to leverage the informal leadership structure. Through a quantitative process, a sample population of both formal leaders and identified informal leaders within the Army and Air Force Exchange Service were administered the Myers-Briggs Type IndicatorRTM. This study produced a total respondent pool of 56. The clarity indexes of the 12 MBTIRTM dichotomies were measured through a t-paired test. The test measured the degree of similarity of the MBTIRTM dichotomies among formal and informal leaders. The test rejected each of the hypotheses because of a statically significant difference between the two comparisons. This study concluded formal and informal leaders wield the use of power from various perspectives and leverage different approaches to accomplishing goals. Formal leaders maintain their ability to accomplish organizational work by the strength of their title. Informal leaders act within the organization's unofficial chain. With no formal title, they assume power through a voluntary process in which employees follow because of the informal leader's behaviors and personality traits. Informal leaders lead through their understanding of the political and resource chains, becoming subject matter experts, and leveraging traits that work in their favor. Informal leaders know how to get the job done as well as formal leaders.

ISBN: 9781321686999Subjects--Topical Terms:

516664
Management.

The personality traits of formal and informal leaders: A quantitative study.
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500 $a Source: Dissertation Abstracts International, Volume: 76-09(E), Section: A.
500 $a Adviser: Douglas LePelley.
502 $a Thesis (D.M.)--University of Phoenix, 2015.
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 Leadership, from both an informal and formal perspective, has the potential to influence the organizational structure. Official designations, such as a title, define the formal leader. Informal leaders are more difficult to identify and present a challenge to organizations who wish to leverage the informal leadership structure. Through a quantitative process, a sample population of both formal leaders and identified informal leaders within the Army and Air Force Exchange Service were administered the Myers-Briggs Type IndicatorRTM. This study produced a total respondent pool of 56. The clarity indexes of the 12 MBTIRTM dichotomies were measured through a t-paired test. The test measured the degree of similarity of the MBTIRTM dichotomies among formal and informal leaders. The test rejected each of the hypotheses because of a statically significant difference between the two comparisons. This study concluded formal and informal leaders wield the use of power from various perspectives and leverage different approaches to accomplishing goals. Formal leaders maintain their ability to accomplish organizational work by the strength of their title. Informal leaders act within the organization's unofficial chain. With no formal title, they assume power through a voluntary process in which employees follow because of the informal leader's behaviors and personality traits. Informal leaders lead through their understanding of the political and resource chains, becoming subject matter experts, and leveraging traits that work in their favor. Informal leaders know how to get the job done as well as formal leaders.
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