Abstract
The relationship between the perception of leadership behaviors, self-perception (managers and supervisors) vs. perception of others (staff members), and the level of job satisfaction of those staff members will be analyzed.
The main focus of the present study is to determine what the relationship is among the four basic leadership behaviors - Telling, Selling, Participating, and Delegating- based on the Situational Leadership theory (Hersey and Blanchard, 1974, 1982) perceived by staff members, and job satisfaction in terms of work, pay, opportunities for promotion, supervision style, relationship with coworkers-workers-workers-workers, and job in general according to the Job Satisfaction theory developed by P.C. Smith et. al. (1969).
The independent variables to be examined will be leadership behavior (self and other) and education, age, and job tenure of staff members.
The dependent variables will be work, pay, promotions, supervision style, relationship with coworkers-workers, and job in general.
For this purpose, the Leader Behavior Analysis (LBA - II Self and Other) instrument developed by K. Blanchard et. al. (1984) and the Job Descriptive Index (JOI) by P.C. Smith et. al. (1969) will be used in the study.
Degree
MS
College and Department
Family, Home, and Social Sciences; Psychology
Rights
https://lib.byu.edu/about/copyright/
BYU ScholarsArchive Citation
Holgado, Carlos, "Perception of Leadership Style and Job Satisfaction" (1993). Theses and Dissertations. 11046.
https://scholarsarchive.byu.edu/etd/11046
Date Submitted
1993-4
Document Type
Thesis
First Advisor
David V. Stimpson
Second Advisor
Darhl M. Pedersen
Keywords
situational leadership behaviors analysis, leadership perception and job satisfaction, manager self-perception vs. staff perception, Job Descriptive Index satisfaction factors, leadership style impact on workplace outcomes
Language
English