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Authentic Leadership as It Relates to Employee Trust and Affective Organizational Commitment.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Authentic Leadership as It Relates to Employee Trust and Affective Organizational Commitment./
作者:	Card-Sessoms, Donna Marie.
面頁冊數:	1 online resource (184 pages)
附註:	Source: Dissertations Abstracts International, Volume: 83-12, Section: A.
Contained By:	Dissertations Abstracts International83-12A.
標題:	Educational leadership. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=29215720click for full text (PQDT)
ISBN:	9798819374962

Authentic Leadership as It Relates to Employee Trust and Affective Organizational Commitment.
Card-Sessoms, Donna Marie.

Authentic Leadership as It Relates to Employee Trust and Affective Organizational Commitment. - 1 online resource (184 pages)

Source: Dissertations Abstracts International, Volume: 83-12, Section: A.

Thesis (Ed.D.)--Grand Canyon University, 2022.

Includes bibliographical references

The purpose of this quantitative correlational study was to determine if authentic leadership was related to either employee trust in leadership or affective organizational commitment in an association of community colleges in the North Texas region of the United States. Three theoretical concepts formed the framework for this study: Authentic Leadership Theory, Employee Trust in Leadership, and Affective Organizational Commitment. The study was guided by two research questions that were designed to test if the variables were related. Primary data was collected from a convenience sample of 108 members, from an association of community colleges in the North Texas region. Data and demographic information were gathered using an online survey with three validated instruments: ALI, TLLS, and ACS. Support for hypotheses 1 and 2 were found using Pearson's product-moment correlation to measure strength and direction of the relationships of the variables. A significant, positive correlation was identified between Authentic Leadership and Trust in Leadership, r(107) = 0.818, p < .001, and Authentic Leadership and Affective Organizational Commitment, r(107) = 0.553, p < .001. The significance of the study is the contribution to literature, the application in the workplace, and a model for organizational development. The findings are relevant for human resources, training and development departments, scholars, and practitioners.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9798819374962Subjects--Topical Terms:

529436
Educational leadership.
Subjects--Index Terms:

Affective commitmentIndex Terms--Genre/Form:

542853
Electronic books.

Authentic Leadership as It Relates to Employee Trust and Affective Organizational Commitment.
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504 $a Includes bibliographical references
520 $a The purpose of this quantitative correlational study was to determine if authentic leadership was related to either employee trust in leadership or affective organizational commitment in an association of community colleges in the North Texas region of the United States. Three theoretical concepts formed the framework for this study: Authentic Leadership Theory, Employee Trust in Leadership, and Affective Organizational Commitment. The study was guided by two research questions that were designed to test if the variables were related. Primary data was collected from a convenience sample of 108 members, from an association of community colleges in the North Texas region. Data and demographic information were gathered using an online survey with three validated instruments: ALI, TLLS, and ACS. Support for hypotheses 1 and 2 were found using Pearson's product-moment correlation to measure strength and direction of the relationships of the variables. A significant, positive correlation was identified between Authentic Leadership and Trust in Leadership, r(107) = 0.818, p < .001, and Authentic Leadership and Affective Organizational Commitment, r(107) = 0.553, p < .001. The significance of the study is the contribution to literature, the application in the workplace, and a model for organizational development. The findings are relevant for human resources, training and development departments, scholars, and practitioners.
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