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CEO Leadership Styles, Labor Productivity, and the Moderating Effect of Performance Management Systems : = A Correlation Study in Pennsylvania's Small Manufacturing Sector.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	CEO Leadership Styles, Labor Productivity, and the Moderating Effect of Performance Management Systems :/
Reminder of title:	A Correlation Study in Pennsylvania's Small Manufacturing Sector.
Author:	Contacos-Sawyer, Jonna.
Description:	1 online resource (163 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.
Contained By:	Dissertation Abstracts International79-02A(E).
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355408034

CEO Leadership Styles, Labor Productivity, and the Moderating Effect of Performance Management Systems : = A Correlation Study in Pennsylvania's Small Manufacturing Sector.
Contacos-Sawyer, Jonna.

CEO Leadership Styles, Labor Productivity, and the Moderating Effect of Performance Management Systems :A Correlation Study in Pennsylvania's Small Manufacturing Sector. - 1 online resource (163 pages)

Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

Effectively implemented performance management systems (PM systems) resulted in improved organizational performance. However, over the past 10 years, researchers concluded that PM system satisfaction and effectiveness continued to decline. Likewise, researchers were increasingly interested in the transformational leadership styles of chief executive officers (CEOs) and their effect on organizational performance. Researchers to date did not examine the relationship between leadership styles to a formal PM system framework. Thirty-five leaders completed a transformational leadership self-assessment and identified their companies' practices in comparison to a formal PM system. The purpose of this quantitative correlation study was to identify the leadership styles and behaviors of CEOs in Pennsylvania's (PA's) small manufacturing industry and to determine if a relationship existed between leadership styles, labor productivity, and the moderating effect of PM systems. Using correlation and linear regression for the seven measured aspects of leadership style, only Management by Exception Active (MBEA), a measure of transactional leadership style, was moderately significantly correlated with labor productivity, but the correlation was negative. To test for any possible effect of the presence of the study participants' PM system scores on the relationship between leadership style and labor productivity, multiple regression was used. Performance management system scores did not significantly moderate the relationship between leadership styles and labor productivity. Based on the findings of this study and consistent with previous researchers' findings, PM systems were not effective and CEOs did not have the required elements in place to realize the benefits of effective PM systems. Recommendations are for CEOs of small manufacturers to implement the elements of the formal PM system framework used in the study to potentially influence higher levels of labor productivity. In addition, the results of this study provide information for CEOs wanting to further develop their transformational and transactional leadership skills to potentially increase labor productivity. Future researchers interested in replicating or extending the findings of this study, should consider focusing on a single manufacturing industry classification to control for the wide variation in labor productivity revealed in this study and may improve the generalizability of the findings.

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

Mode of access: World Wide Web

ISBN: 9780355408034Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

CEO Leadership Styles, Labor Productivity, and the Moderating Effect of Performance Management Systems : = A Correlation Study in Pennsylvania's Small Manufacturing Sector.
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520 $a Effectively implemented performance management systems (PM systems) resulted in improved organizational performance. However, over the past 10 years, researchers concluded that PM system satisfaction and effectiveness continued to decline. Likewise, researchers were increasingly interested in the transformational leadership styles of chief executive officers (CEOs) and their effect on organizational performance. Researchers to date did not examine the relationship between leadership styles to a formal PM system framework. Thirty-five leaders completed a transformational leadership self-assessment and identified their companies' practices in comparison to a formal PM system. The purpose of this quantitative correlation study was to identify the leadership styles and behaviors of CEOs in Pennsylvania's (PA's) small manufacturing industry and to determine if a relationship existed between leadership styles, labor productivity, and the moderating effect of PM systems. Using correlation and linear regression for the seven measured aspects of leadership style, only Management by Exception Active (MBEA), a measure of transactional leadership style, was moderately significantly correlated with labor productivity, but the correlation was negative. To test for any possible effect of the presence of the study participants' PM system scores on the relationship between leadership style and labor productivity, multiple regression was used. Performance management system scores did not significantly moderate the relationship between leadership styles and labor productivity. Based on the findings of this study and consistent with previous researchers' findings, PM systems were not effective and CEOs did not have the required elements in place to realize the benefits of effective PM systems. Recommendations are for CEOs of small manufacturers to implement the elements of the formal PM system framework used in the study to potentially influence higher levels of labor productivity. In addition, the results of this study provide information for CEOs wanting to further develop their transformational and transactional leadership skills to potentially increase labor productivity. Future researchers interested in replicating or extending the findings of this study, should consider focusing on a single manufacturing industry classification to control for the wide variation in labor productivity revealed in this study and may improve the generalizability of the findings.
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