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The relationship between leadership ...

Petroff, Ruth Ann.

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The relationship between leadership traits and effectiveness among the private, public, and nonprofit sectors.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The relationship between leadership traits and effectiveness among the private, public, and nonprofit sectors./
作者:	Petroff, Ruth Ann.
面頁冊數:	159 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.
Contained By:	Dissertation Abstracts International77-02A(E).
標題:	Organization theory. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3729446
ISBN:	9781339153025

The relationship between leadership traits and effectiveness among the private, public, and nonprofit sectors.
Petroff, Ruth Ann.

The relationship between leadership traits and effectiveness among the private, public, and nonprofit sectors. - 159 p.

Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.

Thesis (Ed.D.)--Bowling Green State University, 2015.

Leadership and its aspects have been studied for more than two centuries. There are a variety of definitions of leadership and leadership effectiveness. However, studies investigating how leadership and leader effectiveness differ by sector have been limited. This study explored three research questions: (1) are the traits of involvement, adaptability, consistency, and mission related to ratings of leadership effectiveness; (2) are there significant differences in the traits among the private, public, and nonprofit sectors; (3) are there significant differences in the correlation between X and Y among the three sectors. The traits and ratings of leader effectiveness were measured using the Denison Leadership Survey, a 360 multi-rater instrument developed by Denison and Neal (1996). This study defined leader effectiveness as high ratings of role modeling, relationship, communication, change agent and high performance.

ISBN: 9781339153025Subjects--Topical Terms:

2122787
Organization theory.

The relationship between leadership traits and effectiveness among the private, public, and nonprofit sectors.
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245 1 4 $a The relationship between leadership traits and effectiveness among the private, public, and nonprofit sectors.
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500 $a Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.
500 $a Advisers: William K. Ingle; Patrick Pauken.
502 $a Thesis (Ed.D.)--Bowling Green State University, 2015.
520 $a Leadership and its aspects have been studied for more than two centuries. There are a variety of definitions of leadership and leadership effectiveness. However, studies investigating how leadership and leader effectiveness differ by sector have been limited. This study explored three research questions: (1) are the traits of involvement, adaptability, consistency, and mission related to ratings of leadership effectiveness; (2) are there significant differences in the traits among the private, public, and nonprofit sectors; (3) are there significant differences in the correlation between X and Y among the three sectors. The traits and ratings of leader effectiveness were measured using the Denison Leadership Survey, a 360 multi-rater instrument developed by Denison and Neal (1996). This study defined leader effectiveness as high ratings of role modeling, relationship, communication, change agent and high performance.
520 $a Bivariate correlation was used to determine the relationship between each trait and leadership effectiveness ratings. Analysis of Variance (ANOVA) with post hoc tests examined the differences among the sectors for each trait. The correlation coefficients were transformed using Fisher's Z for sector to sector comparison utilizing independent samples. The sample consisted of 7,570 respondents to the instrument.
520 $a Analysis supported a strong positive relationship between the traits and ratings of leadership effectiveness. ANOVA with post hoc analysis indicated involvement and adaptability traits significantly differed for the public vs. private sectors and the private vs. nonprofit sectors. The consistency and mission traits significantly differed among the three sectors. Results were mixed in the correlation coefficients between traits and effectiveness. Adaptability-effectiveness and mission-effectiveness were significantly different among all three sectors. However, consistency-effectiveness was different between the private and public sectors only.
520 $a The results of this study confirm that leadership traits and sector context play roles in leadership effectiveness. The implication is leadership theory and practice should not be treated in a generic manner, but should consider the sector as well as leadership traits. For leaders dealing with multiple stakeholders, adapting behaviors based on sector helps to form relationships, such as with board members. The results of this study also may also inform the designing of leadership development programs and leadership selection/promotion.
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