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The Moderating Effect Of Leadership Adaptability On The Relationship Between Employee Adaptability And Job Performance, Justine Davis

Master's Theses

The purpose of this study was to investigate the potential moderating effect of leadership adaptability on the relationship between employee adaptability and employee job performance. Previous research explored leadership adaptability as a mediator; however, there was a significant gap exploring leadership adaptability as a moderator. Participants were recruited via online social and personal networks. 125 participants completed a self-report survey consisting of items measuring employee adaptability, perceived manager adaptability and job performance. Results did not show perceived manager adaptability as a moderator of the relationship between employee adaptability and job performance. The results indicated that there were significant relationships between …

The Correlation Between Servant Leadership And Organizational Health Within The North England Conference Of The Seventh-Day Adventist Church, Carlton Hugh Douglas

Master's Theses

Problem

Statistics indicate the SDA church in the North England Conference (NEC) is having little effect on the population in the UK. This may be due to the fact that the leadership approach and the structure of the church have not changed despite globalisation, advances in technology, and increased migration. With the demands of operating within a secular, pluralistic society, the North England Conference faces a real challenge to maintain its integrity while being relevant. This study investigates the correlation between perceived servant leadership principles and organizational health by the leaders, pastoral workers, and members of the NEC.

Method

The …

An Experimental Test Of Fiedler's Contingency Model Of Leadership Effectiveness: The Effect Of Gender, Samantha De Souza

Master's Theses

The present study is an experimental test of Fiedler's (1967) Contingency Model of Leadership Effectiveness across genders, as Fiedler's Contingency Model has been tested largely with male participants. The model predicts group performance based on four key variables: leadership style, as indexed by the Least-Preferred Coworker (LPC) Scale, and three situational variables, leader-member relations, task structure, and position power. In situations characterized by high leader-member relations, and low position power, Fiedler predicts a negative correlation between the leader's LPC score and group performance when groups perform a structured task (Octant II), and a positive correlation when groups perform an unstructured …

Achievement Motivation And Fear Of Success In Women: Implications For Success In Non-Traditional Careers, Beverly Allgaier Pulaski

Master's Theses

No abstract provided.

Leader, Follower, And Nonleader Patterns In Emergent Leadership, Catherine Mae Holmes

Master's Theses

In the present research 82 freshmen at the University of Richmond who had previously been administered the Omnibus Personality Inventory (OPI) volunteered for a short discussion session after which each student completed a 9 item leadership scale on each of the other group members. A multiple regression analysis revealed a significant correlation between the Social Extroversion scale of the UPI and ratings of group participation (r=.38, <.01). A post hoc multiple discriminant analysis identified 7 OPI scales which discriminated 64.4% of the cases into correct leadership groups. These findings support a leader-follower-nonleader paradigm for small croup participation, identifying unique personality configurations for each group -- leaders who participate actively and who organize the group process, followers who offer suggestions congeniality and nonreaders who either refuse to interact or become antagonistic to group goals. Suggestions for future research include a need for observer ratings of group interactions as well as more extensive personality measures of social variables such as dominance and social desirability.

Predicting Leader Emergence Within Fielder's Contingency Model Of Leadership Effectiveness, Helen Ferguson Daniel

Master's Theses

Eighteen fourman groups consisting of female undergraduates at the University of Richmond participated in problem-solving tasks within the restrictions of an all-channel communication network. Each subject was chosen by her scores on Fiedler' s (1967) Least-preferred co-worker (LPC) scale. The hypothesis that low LPC Ss would emerge as group leaders under the conditions of Octant II of Fiedler's contingency model was not supported by the nominations of twelve groups. Two-factor ANOV s showed non­ significant time differences over time for the four leadership conditions. These results are consistent with the Rice and Chemers (1973) findings which indicate that Fiedler' s …

Emergent Leadership As A Function Of The Leaders Social Distance And The Task Situation, George Stephen Goldstein

Master's Theses

The present study attempts to investigate the phenomena of social distance of the leader as a function of group effectiveness on different tasks. A number of hypotheses will be studied.

High School Leadership: A Study Of Differential Characteristics Of Emergent Leaders And Non-Leaders In A Small Private Roman Catholic Girls' High School In A Large Midwestern City, Hubert James Horan

Master's Theses

No abstract provided.