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Examining Leadership Styles as Predictors of Workplace Bullying among U.S. Workers in the Manufacturing Sector.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Examining Leadership Styles as Predictors of Workplace Bullying among U.S. Workers in the Manufacturing Sector./
Author:	Fleming, Alisa V.
Description:	1 online resource (154 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 78-08(E), Section: A.
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9781369673630

Examining Leadership Styles as Predictors of Workplace Bullying among U.S. Workers in the Manufacturing Sector.
Fleming, Alisa V.

Examining Leadership Styles as Predictors of Workplace Bullying among U.S. Workers in the Manufacturing Sector. - 1 online resource (154 pages)

Source: Dissertation Abstracts International, Volume: 78-08(E), Section: A.

Thesis (Ph.D.)--Northcentral University, 2017.

Includes bibliographical references

Bullying is a problem in the workplace, but the relationship between leadership styles and bullying in the manufacturing workplace was unclear. Of particular concern are work-related bullying, person-related bullying, and physical intimidation. Using the Full Range Leadership theory framework, three leadership styles were identified: transformational leadership, transactional leadership, and laissez-faire leadership. According to Full Range Leadership Model, laissez-faire leadership is a passive and inactive form of leadership, while transformational leadership is an active form as it motivates employees to achieve organizational goals by focusing on behaviors that foster the good of the group, with transactional leadership, also an active form, but somewhere in-between transformational and laissez-faire leadership. Therefore, the purpose of this quantitative correlational and regression study was to (1) examine the relationship between leadership style and bullying in the manufacturing industry; and (2) assess the extent to which leadership styles and age, gender, education, race, and tenure predict bullying in the manufacturing industry. Manufacturing workers (N = 175) completed an online survey. Data were analyzed using simple correlation and multiple regression statistics at the p < .05 threshold for statistical significance. Consistent with Full Range Leadership Model, results demonstrated that laissez-faire leadership was a significant, positive predictor of work-related, person-related, and physical intimidation, while transformational leadership was a significant, negative predictor of work-related and person-related bullying. Transactional leadership results were mixed and inconclusive. Being of older age and being female were negatively predictive of work-related bullying, while older age and tenure (more years with the company) were negatively related to person-related bullying. Race and education were not significantly predictive of any type of bullying. Based on these findings, it is recommended that managers/supervisors in the manufacturing industry avoid the laissez-faire leadership style and instead pursue the transformational leadership style. Future research should include further exploration of the impact of age, gender, tenure, and transactional leadership on bullying in the manufacturing workplace, and to expand the research focus to include managers/supervisors and subsectors of the manufacturing industry. Combined, present findings highlight the importance of leadership style in reducing bullying in the manufacturing workplace.

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

Mode of access: World Wide Web

ISBN: 9781369673630Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Examining Leadership Styles as Predictors of Workplace Bullying among U.S. Workers in the Manufacturing Sector.
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500 $a Source: Dissertation Abstracts International, Volume: 78-08(E), Section: A.
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502 $a Thesis (Ph.D.)--Northcentral University, 2017.
504 $a Includes bibliographical references
520 $a Bullying is a problem in the workplace, but the relationship between leadership styles and bullying in the manufacturing workplace was unclear. Of particular concern are work-related bullying, person-related bullying, and physical intimidation. Using the Full Range Leadership theory framework, three leadership styles were identified: transformational leadership, transactional leadership, and laissez-faire leadership. According to Full Range Leadership Model, laissez-faire leadership is a passive and inactive form of leadership, while transformational leadership is an active form as it motivates employees to achieve organizational goals by focusing on behaviors that foster the good of the group, with transactional leadership, also an active form, but somewhere in-between transformational and laissez-faire leadership. Therefore, the purpose of this quantitative correlational and regression study was to (1) examine the relationship between leadership style and bullying in the manufacturing industry; and (2) assess the extent to which leadership styles and age, gender, education, race, and tenure predict bullying in the manufacturing industry. Manufacturing workers (N = 175) completed an online survey. Data were analyzed using simple correlation and multiple regression statistics at the p < .05 threshold for statistical significance. Consistent with Full Range Leadership Model, results demonstrated that laissez-faire leadership was a significant, positive predictor of work-related, person-related, and physical intimidation, while transformational leadership was a significant, negative predictor of work-related and person-related bullying. Transactional leadership results were mixed and inconclusive. Being of older age and being female were negatively predictive of work-related bullying, while older age and tenure (more years with the company) were negatively related to person-related bullying. Race and education were not significantly predictive of any type of bullying. Based on these findings, it is recommended that managers/supervisors in the manufacturing industry avoid the laissez-faire leadership style and instead pursue the transformational leadership style. Future research should include further exploration of the impact of age, gender, tenure, and transactional leadership on bullying in the manufacturing workplace, and to expand the research focus to include managers/supervisors and subsectors of the manufacturing industry. Combined, present findings highlight the importance of leadership style in reducing bullying in the manufacturing workplace.
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