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A comparative study of leadership pe...

Polenz, Kay Ellen.

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A comparative study of leadership personality traits and employee perceptions of organizational learning behaviors.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A comparative study of leadership personality traits and employee perceptions of organizational learning behaviors./
Author:	Polenz, Kay Ellen.
Description:	149 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-08(E), Section: A.
Contained By:	Dissertation Abstracts International76-08A(E).
Subject:	Organizational behavior. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3687105
ISBN:	9781321643879

A comparative study of leadership personality traits and employee perceptions of organizational learning behaviors.
Polenz, Kay Ellen.

A comparative study of leadership personality traits and employee perceptions of organizational learning behaviors. - 149 p.

Source: Dissertation Abstracts International, Volume: 76-08(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

In an increasingly competitive business environment, creating a culture of learning may be a competitive advantage as a foundation for innovation and growth. Leaders play an important role in shaping an organization's culture. The purpose of this research was to reduce the gap in empirical research by quantifying and examining personality traits of leaders, as measured by the Hogan Personality Inventory (HPI), and employee perceptions of learning behaviors, as measured by the Dimensions in Learning Organizations Questionnaire (DLOQ). A descriptive comparative design and independent-samples t-tests were used to analyze the mean differences in employee perceptions of a learning organization for each dimension measured by the DLOQ (continuous learning, promote inquiry, team learning, create systems, empower people, connect organizations, and strategic leadership) between employees with leaders having high or low scores on the seven primary scales of the HPI (adjustment, ambition, sociability, interpersonal sensitivity, prudence, inquisitive, and learning approach). The data did not support that there was a difference in perception of learning behaviors between employees with leaders having low or high scores on each of the personality traits at a statistically significant level of p > .05. While there was not a statistically significant difference, Cohen's d was used as a measure of effect size to explore practical significance. Within the sub-questions, potential areas for further study were indicated that might increase the practical value of the comparison in determining leadership strategy related to selection and development. Leaders from the organization welcomed the opportunity to partner and participate in the study as valuable for the insight alone. The organization had a history of seeking input from its employees on their level of engagement. The DLOQ provided additional insight into the type of learning behaviors important to an organization focused on adapting to the changing needs of their customers and their business. Further studies could broaden the definition of a leader and increase the population of direct reports to complete the DLOQ. The goal would be to determine if there is a statistically significant difference and provide credible evidence for use in leadership strategy and transformational guidance for creating a culture of learning.

ISBN: 9781321643879Subjects--Topical Terms:

516683
Organizational behavior.

A comparative study of leadership personality traits and employee perceptions of organizational learning behaviors.
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245 1 2 $a A comparative study of leadership personality traits and employee perceptions of organizational learning behaviors.
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500 $a Source: Dissertation Abstracts International, Volume: 76-08(E), Section: A.
500 $a Adviser: Keith Johansen.
502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a In an increasingly competitive business environment, creating a culture of learning may be a competitive advantage as a foundation for innovation and growth. Leaders play an important role in shaping an organization's culture. The purpose of this research was to reduce the gap in empirical research by quantifying and examining personality traits of leaders, as measured by the Hogan Personality Inventory (HPI), and employee perceptions of learning behaviors, as measured by the Dimensions in Learning Organizations Questionnaire (DLOQ). A descriptive comparative design and independent-samples t-tests were used to analyze the mean differences in employee perceptions of a learning organization for each dimension measured by the DLOQ (continuous learning, promote inquiry, team learning, create systems, empower people, connect organizations, and strategic leadership) between employees with leaders having high or low scores on the seven primary scales of the HPI (adjustment, ambition, sociability, interpersonal sensitivity, prudence, inquisitive, and learning approach). The data did not support that there was a difference in perception of learning behaviors between employees with leaders having low or high scores on each of the personality traits at a statistically significant level of p > .05. While there was not a statistically significant difference, Cohen's d was used as a measure of effect size to explore practical significance. Within the sub-questions, potential areas for further study were indicated that might increase the practical value of the comparison in determining leadership strategy related to selection and development. Leaders from the organization welcomed the opportunity to partner and participate in the study as valuable for the insight alone. The organization had a history of seeking input from its employees on their level of engagement. The DLOQ provided additional insight into the type of learning behaviors important to an organization focused on adapting to the changing needs of their customers and their business. Further studies could broaden the definition of a leader and increase the population of direct reports to complete the DLOQ. The goal would be to determine if there is a statistically significant difference and provide credible evidence for use in leadership strategy and transformational guidance for creating a culture of learning.
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