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首页> 外文学位 >The relationship between the subordinate's perception of the leadership style of IT managers and the subordinate's perceptions of IT manager's ability to inspire extra effort, to be effective, and to enhance satisfaction with management.
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The relationship between the subordinate's perception of the leadership style of IT managers and the subordinate's perceptions of IT manager's ability to inspire extra effort, to be effective, and to enhance satisfaction with management.

机译：下属对IT经理的领导风格的看法与下属对IT经理激发额外的努力，变得有效并增强对管理的满意度的能力的看法之间的关系。

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摘要

The current study examined the Transformational, Transactional, and Passive/Avoidant Leadership styles as defined by Burns (1978) and Bass (1985) and how they are perceived by subordinates in predicting subordinate Extra Effort, manager Effectiveness, and Satisfaction with management. One hundred fifty IT professionals from AITP, Association of Information Technology Professionals, were administered the Multifactor Leadership Questionnaire 5X-Short form (MLQ 5X-Short). The survey measured all nine full range leadership variables and results were analyzed using multiple regression.;Three hypotheses examined the relationship between the subordinate's perception of the leadership style of IT managers and one of three dependent measures: predicting subordinate Extra Effort, manager Effectiveness, and Satisfaction with management. Partial support was found for all three hypotheses. In the first, Transformational Leadership and Passive/Avoidant Leadership, but not Transactional Leadership was able to predict Extra Effort. In the second, Transformational Leadership, Transactional Leadership (via a slightly modified "reversed" form as well as the two subscales individually), and Passive/Avoidant Leadership were able to predict management Effectiveness. In the last, Transformational Leadership, Transactional Leadership (reversed and subscales), were able to predict subordinates' Satisfaction with their leaders. Most findings were consistent with existing literature. In addition, this study also identified several areas of further study.
机译：本研究研究了Burns（1978）和Bass（1985）定义的变革型，交往型和被动/回避型领导风格，以及下属在预测下属的额外努力，管理者的效能以及对管理的满意度方面如何看待它们。来自AITP（信息技术专业人员协会）的一百五十名IT专业人员被管理了5X-Short表格（MLQ 5X-Short）。该调查测量了所有九个全方位领导力变量，并使用多元回归分析了结果。三个假设检验了下属对IT经理领导风格的看法与以下三个相关度量之一之间的关系：预测下属的额外努力，经理的效能和满意的管理。这三个假设都得到了部分支持。首先，变革型领导和被动/回避型领导（而非交易型领导）能够预测额外的努力。第二，变革型领导，交易型领导（通过稍作修改的“反向”形式以及两个子量表）和被动/回避型领导能够预测管理有效性。最后，变革型领导，交易型领导（反向和分量表）能够预测下属对领导者的满意度。大多数发现与现有文献一致。此外，这项研究还确定了需要进一步研究的几个领域。

著录项

  • 作者

    Bennett, Thomas M.;

  • 作者单位

    Nova Southeastern University.;

  • 授予单位 Nova Southeastern University.;
  • 学科 Business Administration Management.
  • 学位 D.B.A.
  • 年度 2009
  • 页码 164 p.
  • 总页数 164
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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