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The Relationship between Wellness an...

Normand, Jonathan Michael.

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The Relationship between Wellness and Leadership Self-efficacy of University Level Leaders.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Relationship between Wellness and Leadership Self-efficacy of University Level Leaders./
Author:	Normand, Jonathan Michael.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2018,
Description:	141 p.
Notes:	Source: Dissertations Abstracts International, Volume: 79-11, Section: A.
Contained By:	Dissertations Abstracts International79-11A.
Subject:	Sports Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10751524
ISBN:	9780355928051

The Relationship between Wellness and Leadership Self-efficacy of University Level Leaders.
Normand, Jonathan Michael.

The Relationship between Wellness and Leadership Self-efficacy of University Level Leaders. - Ann Arbor : ProQuest Dissertations & Theses, 2018 - 141 p.

Source: Dissertations Abstracts International, Volume: 79-11, Section: A.

Thesis (D.Ed.)--Tarleton State University, 2018.

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

This study examined multiple dimensions of wellness to determine if any association exists with leadership, particularly perceived ability to lead through a leadership self-efficacy (LSE) measure. A holistic view of wellness in this study focused on interrelated physical, emotional, intellectual, social, psychological, and spiritual dimensions through a survey instrument developed by Troy Adams. LSE is also multidimensional by measuring perceived leadership ability to lead change processes, delegate responsibilities, manage relationships, portray self-confidence, motivate others, and gain consensus through a survey instrument developed by Andrea Bobbio and Anna Mangenelli. Both measures were assessed across three distinct levels of university leadership: department head or program director, dean, and executive level. Ample literature exists on wellness and leadership exclusively, but this research found mutual relationships between wellness and LSE at different levels of university leadership. Perhaps a leadership model comprised of wellness and LSE are the key ingredients for effective leadership potential. Many models exist concerning effective leadership and holistic wellness but collectively enhance likelihood to achieve individual potential. The study adopted an empirical-based approach by conducting a survey of university leaders obtained from an eleven-university system in southern United States. Respondent (N = 204) results revealed a strong, positive correlation coefficient (r = 0.69) between wellness and LSE to reveal a relationship between the two variables. In addition, a regression analysis showed 50% of the variability in total LSE is impacted by wellness dimensions. Significant results were revealed between wellness dimensional impact on LSE among different levels of university leadership. The emotional dimension of wellness statistically appeared to impact LSE the most followed by intellectual and psychological wellness. Physical wellness disclosed a positive, medium-strength correlation with LSE but represented the least impact on LSE. Related to university leadership, four of the six wellness dimensions and all six of the LSE dimensions increased as level of leadership increased. At the highest level of leadership, 68% of the shared variability in LSE can be explained by wellness dimensions. In particular, physical wellness in executive leaders showed the most impact on LSE with intellectual and psychological wellness closely following. A key finding of this study revealed the highest level of leader portrayed the highest perceptions of both wellness and LSE. The researcher recognizes only university-level leaders were the focus of this study, and leaders are everywhere. These results provide a foundational beginning to future studies of leadership in terms of wellness and LSE in other organizational domains.

ISBN: 9780355928051Subjects--Topical Terms:

2122869
Sports Management.

The Relationship between Wellness and Leadership Self-efficacy of University Level Leaders.
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502 $a Thesis (D.Ed.)--Tarleton State University, 2018.
506 $a This item must not be sold to any third party vendors.
520 $a This study examined multiple dimensions of wellness to determine if any association exists with leadership, particularly perceived ability to lead through a leadership self-efficacy (LSE) measure. A holistic view of wellness in this study focused on interrelated physical, emotional, intellectual, social, psychological, and spiritual dimensions through a survey instrument developed by Troy Adams. LSE is also multidimensional by measuring perceived leadership ability to lead change processes, delegate responsibilities, manage relationships, portray self-confidence, motivate others, and gain consensus through a survey instrument developed by Andrea Bobbio and Anna Mangenelli. Both measures were assessed across three distinct levels of university leadership: department head or program director, dean, and executive level. Ample literature exists on wellness and leadership exclusively, but this research found mutual relationships between wellness and LSE at different levels of university leadership. Perhaps a leadership model comprised of wellness and LSE are the key ingredients for effective leadership potential. Many models exist concerning effective leadership and holistic wellness but collectively enhance likelihood to achieve individual potential. The study adopted an empirical-based approach by conducting a survey of university leaders obtained from an eleven-university system in southern United States. Respondent (N = 204) results revealed a strong, positive correlation coefficient (r = 0.69) between wellness and LSE to reveal a relationship between the two variables. In addition, a regression analysis showed 50% of the variability in total LSE is impacted by wellness dimensions. Significant results were revealed between wellness dimensional impact on LSE among different levels of university leadership. The emotional dimension of wellness statistically appeared to impact LSE the most followed by intellectual and psychological wellness. Physical wellness disclosed a positive, medium-strength correlation with LSE but represented the least impact on LSE. Related to university leadership, four of the six wellness dimensions and all six of the LSE dimensions increased as level of leadership increased. At the highest level of leadership, 68% of the shared variability in LSE can be explained by wellness dimensions. In particular, physical wellness in executive leaders showed the most impact on LSE with intellectual and psychological wellness closely following. A key finding of this study revealed the highest level of leader portrayed the highest perceptions of both wellness and LSE. The researcher recognizes only university-level leaders were the focus of this study, and leaders are everywhere. These results provide a foundational beginning to future studies of leadership in terms of wellness and LSE in other organizational domains.
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