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Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction./
作者:	Elpers, Kathleen Margaret.
面頁冊數:	1 online resource (177 pages)
附註:	Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3935.
標題:	Social work. -
電子資源:	click for full text (PQDT)
ISBN:	9780493448398

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.
Elpers, Kathleen Margaret.

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction. - 1 online resource (177 pages)

Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3935.

Thesis (Ed.D.)--Spalding University, 2001.

Includes bibliographical references

The purpose of this study was to assess social workers' expectations and perceptions of their leaders' practices in the workplace and to determine whether there was a relationship between the expectations and perceptions of leaders' behavior and social workers' job satisfaction. The questions addressed in the study were: (1) What do social workers expect from their leaders in the workplace? (2) What are the perceptions that social workers have of their leaders' actual behavior in the workplace? (3) Is there a difference between social workers' expectations and their perceptions of leaders' actual behavior? and (4) How does that difference affect social workers' job satisfaction? The standardized instruments utilized were the Leadership Practices Inventory (LPI)-Observer (Kouzes & Posner, 1997b) and the Job Satisfaction Scale (JSS) (Koeske et al., 1994). A descriptive research design with the two instruments and an open questionnaire was mailed to a stratified, systematic random sample of 2500 social workers in the United States who were employed in social agencies and members of the National Association of Social Workers. 833 surveys were returned by the respondents. Findings showed that all five practices, Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart were statistically significant (p < .001) when expected leadership practices were compared to the perception of actual leadership practices. The aspects of job satisfaction impacted (-.754 to -.442 Pearson Correlation Matrix) the most significantly by the total mean difference between expected and actual leader practices were leadership behavior of your supervisor, the quality of supervision you receive, the recognition given your work by your supervisor, opportunity for involvement for decision making, and chances for acquiring new skills. The negative scores indicate that these aspects were inversely correlated with job satisfaction. A step-wise entry linear regression found that enabling others to act accounted for .300 of the variance contributing to social workers' job satisfaction, Implications and recommendations for practice and further research are also discussed.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780493448398Subjects--Topical Terms:

1008643
Social work.
Index Terms--Genre/Form:

554714
Electronic books.

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.
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520 $a The purpose of this study was to assess social workers' expectations and perceptions of their leaders' practices in the workplace and to determine whether there was a relationship between the expectations and perceptions of leaders' behavior and social workers' job satisfaction. The questions addressed in the study were: (1) What do social workers expect from their leaders in the workplace? (2) What are the perceptions that social workers have of their leaders' actual behavior in the workplace? (3) Is there a difference between social workers' expectations and their perceptions of leaders' actual behavior? and (4) How does that difference affect social workers' job satisfaction? The standardized instruments utilized were the Leadership Practices Inventory (LPI)-Observer (Kouzes & Posner, 1997b) and the Job Satisfaction Scale (JSS) (Koeske et al., 1994). A descriptive research design with the two instruments and an open questionnaire was mailed to a stratified, systematic random sample of 2500 social workers in the United States who were employed in social agencies and members of the National Association of Social Workers. 833 surveys were returned by the respondents. Findings showed that all five practices, Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart were statistically significant (p < .001) when expected leadership practices were compared to the perception of actual leadership practices. The aspects of job satisfaction impacted (-.754 to -.442 Pearson Correlation Matrix) the most significantly by the total mean difference between expected and actual leader practices were leadership behavior of your supervisor, the quality of supervision you receive, the recognition given your work by your supervisor, opportunity for involvement for decision making, and chances for acquiring new skills. The negative scores indicate that these aspects were inversely correlated with job satisfaction. A step-wise entry linear regression found that enabling others to act accounted for .300 of the variance contributing to social workers' job satisfaction, Implications and recommendations for practice and further research are also discussed.
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