Follower perception of leaders' pre and posttraining transformational leadership behaviors.

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  • Author(s): Williams, Dianne Elizabeth. Walden U., US
  • Source:
    Dissertation Abstracts International Section A: Humanities and Social Sciences, Vol 75(10-A)(E), 2015.
  • Publisher:
    US : ProQuest Information & Learning
  • Language:
    English
  • Document Type:
    Dissertation
  • Publication Type:
    Dissertation Abstract
  • Additional Information
    • Other Journal Titles:
      Dissertation Abstracts International
    • ISSN:
      0419-4209 (Print)
    • ISBN:
      978-1-303-99491-3
    • Keywords:
      idealized influence, quasi-experimental study, custom-designed educational programs, Forty-two participants
    • Abstract:
      Transformational leadership development is occurring within organizations through custom-designed educational programs. Billions of dollars are being spent to enhance leadership skills, yet research is limited on the effect of these programs on followers' perceptions. The purpose of this quasi-experimental study was to compare the perceptions of transformational leadership subscales in 2 independent follower groups: followers of untrained leaders to followers of trained leaders. Perception theory and the transformational leadership model served as the theoretical foundation. The Perception of Leadership Questionnaire was e-mailed to 91 direct reports from a health care facility in southwest Ohio. Forty-two participants were surveyed before their leader was trained and 49 participants were surveyed after training. No significant differences were found in the F test scores for the 5 scores based on trained leaders: individualized consideration, inspirational motivation, idealized influence, intellectual stimulation, and total transformational leadership. No linear relationship existed for 6 selected variables with total leadership scores. When controlling for 5 covariates, beta weights found none to be related to the total transformational leadership score. Trained leaders did not increase follower scores. Organizational development centers can benefit from this study by improving the quality of leadership training through follower inclusion. The study contributes to positive social change by providing clarity of the follower's role in leadership improvement and by challenging the organizational infrastructure to include the follower in leadership development. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
    • Dissertation Details:
      UMI Order Number: AAI3625062
      OpenURL: http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqm&rft_dat=xri:pqdiss:3625062
    • Subject Terms:
    • PsycINFO Classification:
      Industrial & Organizational Psychology (3600)
    • Population:
      Human
    • Methodology:
      Empirical Study; Quantitative Study
    • Physical Description:
      Electronic
    • Publication Date:
      20150413
    • Accession Number:
      2015-99070-472