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The Effect of Leadership on the Job Satisfaction of Online Adjunct Faculty at a For-profit University.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	The Effect of Leadership on the Job Satisfaction of Online Adjunct Faculty at a For-profit University./
Author:	Barnett, Donald Eugene.
Description:	1 online resource (260 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
Contained By:	Dissertation Abstracts International79-03A(E).
Subject:	Educational leadership. -
Online resource:	click for full text (PQDT)
ISBN:	9780355450699

The Effect of Leadership on the Job Satisfaction of Online Adjunct Faculty at a For-profit University.
Barnett, Donald Eugene.

The Effect of Leadership on the Job Satisfaction of Online Adjunct Faculty at a For-profit University. - 1 online resource (260 pages)

Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.

Thesis (Ed.D.)--Grand Canyon University, 2017.

Includes bibliographical references

This quantitative correlational study was performed to examine the predictive relationship between leadership behaviors and the overall job satisfaction of adjunct faculty who teach online classes at a for-profit university in the Midwest United States. The theoretical foundations for this study included the Full-Range Leadership theory, Herzberg's Motivator-Hygiene theory and Maslow's Hierarchy of Needs. The researcher collected primary data via online survey from a purposive non-random sample of 77 online adjunct faculty using the Multifactor Leadership Questionnaire 5x, which measured perceptions of transformational, transactional, and laissez-faire leadership, and Spector's Job Satisfaction Survey, which measured perceptions of overall job satisfaction. Simple regression analysis found transformational leadership was a significant positive predictor of job satisfaction, F (1, 75) = 30.26, p < 0.01, adjusted R2 = 0.29, beta = 0.54, t = 5.50, p < 0.01. The regression model accounted for approximately 29% of the variance in overall job satisfaction. Laissez-faire leadership was a significant negative predictor, F (1, 75) = 12.07, p = 0.01, beta = -0.37, t = -3.47, p = 0.01. The regression model accounted for approximately 13% of the variance in overall job satisfaction. Transactional leadership was not a significant predictor of overall job satisfaction, F (1, 75) = 0.03, p = 0.86, adjusted R2 < 0.01, beta = -0.02, t = -0.18, p = 0.86. The findings of this study revealed that adjunct faculty who participated in this study were more satisfied when their direct superior used transformational leadership.

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

Mode of access: World Wide Web

ISBN: 9780355450699Subjects--Topical Terms:

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

554714
Electronic books.

The Effect of Leadership on the Job Satisfaction of Online Adjunct Faculty at a For-profit University.
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504 $a Includes bibliographical references
520 $a This quantitative correlational study was performed to examine the predictive relationship between leadership behaviors and the overall job satisfaction of adjunct faculty who teach online classes at a for-profit university in the Midwest United States. The theoretical foundations for this study included the Full-Range Leadership theory, Herzberg's Motivator-Hygiene theory and Maslow's Hierarchy of Needs. The researcher collected primary data via online survey from a purposive non-random sample of 77 online adjunct faculty using the Multifactor Leadership Questionnaire 5x, which measured perceptions of transformational, transactional, and laissez-faire leadership, and Spector's Job Satisfaction Survey, which measured perceptions of overall job satisfaction. Simple regression analysis found transformational leadership was a significant positive predictor of job satisfaction, F (1, 75) = 30.26, p < 0.01, adjusted R2 = 0.29, beta = 0.54, t = 5.50, p < 0.01. The regression model accounted for approximately 29% of the variance in overall job satisfaction. Laissez-faire leadership was a significant negative predictor, F (1, 75) = 12.07, p = 0.01, beta = -0.37, t = -3.47, p = 0.01. The regression model accounted for approximately 13% of the variance in overall job satisfaction. Transactional leadership was not a significant predictor of overall job satisfaction, F (1, 75) = 0.03, p = 0.86, adjusted R2 < 0.01, beta = -0.02, t = -0.18, p = 0.86. The findings of this study revealed that adjunct faculty who participated in this study were more satisfied when their direct superior used transformational leadership.
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