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The Relationship between the Followers' Perception of the Leaders' Leadership Style and Job Satisfaction in South Texas Community Colleges.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	The Relationship between the Followers' Perception of the Leaders' Leadership Style and Job Satisfaction in South Texas Community Colleges./
作者:	Rodriguez, Rodney H.
面頁冊數:	1 online resource (114 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-09(E), Section: A.
標題:	Educational leadership. -
電子資源:	click for full text (PQDT)
ISBN:	9780355887686

The Relationship between the Followers' Perception of the Leaders' Leadership Style and Job Satisfaction in South Texas Community Colleges.
Rodriguez, Rodney H.

The Relationship between the Followers' Perception of the Leaders' Leadership Style and Job Satisfaction in South Texas Community Colleges. - 1 online resource (114 pages)

Source: Dissertation Abstracts International, Volume: 79-09(E), Section: A.

Thesis (Ph.D.)--Our Lady of the Lake University, 2018.

Includes bibliographical references

This research study examined the relationship between the followers' perception of the leaders' leadership style and job satisfaction in South Texas community colleges. A total of 182 staff (faculty, administrative, professional, technical and classified) in a South Texas community college rated their leaders' leadership style using the Multifactor Leadership Questionnaire 5X Short (Bass and Avolio, 2000) and assessed their own job satisfaction using the Abridged Job Descriptive Index (Smith, Kendall, & Hulin, 1969). Control variables in this study included age, gender, ethnicity, position, and education. Statistical test included Pearson correlation, multiple regression, t-test, and analysis of variance. Results of the study indicated that the leaders' Transformational leadership style and followers' age and education explained a significant amount of job satisfaction. Transformational leadership accounted between 4.2% and 35.1% of the variance in job satisfaction depending on individual job satisfaction facets being examined. In contrary, Passive Avoidant leadership accounted for 6.2% of the variance indicating the follower's lower satisfaction with work on present job. Given the results of the study, leaders modeling a Transformational leadership style will increase the likelihood of the followers' job satisfaction. This is the first known study to examine the leaders' leadership style and how this impacts the followers' job satisfaction in South Texas community colleges. This study adds to the body of literature in education indicating a positive relationship between Transformational leadership and job satisfaction. Further discussion of major findings, limitations and recommendations for further research is provided.

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

Mode of access: World Wide Web

ISBN: 9780355887686Subjects--Topical Terms:

585508
Educational leadership.
Index Terms--Genre/Form:

554714
Electronic books.

The Relationship between the Followers' Perception of the Leaders' Leadership Style and Job Satisfaction in South Texas Community Colleges.
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504 $a Includes bibliographical references
520 $a This research study examined the relationship between the followers' perception of the leaders' leadership style and job satisfaction in South Texas community colleges. A total of 182 staff (faculty, administrative, professional, technical and classified) in a South Texas community college rated their leaders' leadership style using the Multifactor Leadership Questionnaire 5X Short (Bass and Avolio, 2000) and assessed their own job satisfaction using the Abridged Job Descriptive Index (Smith, Kendall, & Hulin, 1969). Control variables in this study included age, gender, ethnicity, position, and education. Statistical test included Pearson correlation, multiple regression, t-test, and analysis of variance. Results of the study indicated that the leaders' Transformational leadership style and followers' age and education explained a significant amount of job satisfaction. Transformational leadership accounted between 4.2% and 35.1% of the variance in job satisfaction depending on individual job satisfaction facets being examined. In contrary, Passive Avoidant leadership accounted for 6.2% of the variance indicating the follower's lower satisfaction with work on present job. Given the results of the study, leaders modeling a Transformational leadership style will increase the likelihood of the followers' job satisfaction. This is the first known study to examine the leaders' leadership style and how this impacts the followers' job satisfaction in South Texas community colleges. This study adds to the body of literature in education indicating a positive relationship between Transformational leadership and job satisfaction. Further discussion of major findings, limitations and recommendations for further research is provided.
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