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The impact of leader behaviors on em...

Brooks, Ian D.

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The impact of leader behaviors on employee efficacy perceptions and performance.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The impact of leader behaviors on employee efficacy perceptions and performance./
Author:	Brooks, Ian D.
Description:	136 p.
Notes:	Source: Dissertation Abstracts International, Volume: 72-06, Section: A, page: .
Contained By:	Dissertation Abstracts International72-06A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3452385
ISBN:	9781124592343

The impact of leader behaviors on employee efficacy perceptions and performance.
Brooks, Ian D.

The impact of leader behaviors on employee efficacy perceptions and performance. - 136 p.

Source: Dissertation Abstracts International, Volume: 72-06, Section: A, page: .

Thesis (Ph.D.)--Alliant International University, Los Angeles, 2010.

This study explored the role of leadership behaviors, defined as increased feedback and output behaviors (Harris & Rosenthal, 1986), on unit member self-, collective, and leader efficacy perceptions. Leader behaviors were manipulated in a field sample using 115 union call-service representatives in seven teams within a large health-management call center. Over 4 months, four team managers participated in a pilot condition where they increased their performance feedback and engagement of their staff using an intervention plan developed by the researcher, while three team managers participated in a control condition where they continued their normal feedback and employee engagement behaviors and acted as the comparative group. In order to measure efficacy perceptions, the call-service representatives were asked to rate their perceptions of self-, collective, and leader efficacy three times over 4 months on a 15-item questionnaire based on a survey developed by Bandura (2001). Pilot condition team managers participated in facilitated bi-weekly coaching sessions across the trials to receive their feedback regarding the leader intervention, how it could be enhanced and identifying organizational roadblocks hindering the team managers' ability to successfully engage and provide feedback to their associates.

ISBN: 9781124592343Subjects--Topical Terms:

626628
Business Administration, Management.

The impact of leader behaviors on employee efficacy perceptions and performance.
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020 $a 9781124592343
035 $a (UMI)AAI3452385
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100 1 $a Brooks, Ian D. $3 1682596
245 1 4 $a The impact of leader behaviors on employee efficacy perceptions and performance.
300 $a 136 p.
500 $a Source: Dissertation Abstracts International, Volume: 72-06, Section: A, page: .
500 $a Adviser: Jay M. Finkelman.
502 $a Thesis (Ph.D.)--Alliant International University, Los Angeles, 2010.
520 $a This study explored the role of leadership behaviors, defined as increased feedback and output behaviors (Harris & Rosenthal, 1986), on unit member self-, collective, and leader efficacy perceptions. Leader behaviors were manipulated in a field sample using 115 union call-service representatives in seven teams within a large health-management call center. Over 4 months, four team managers participated in a pilot condition where they increased their performance feedback and engagement of their staff using an intervention plan developed by the researcher, while three team managers participated in a control condition where they continued their normal feedback and employee engagement behaviors and acted as the comparative group. In order to measure efficacy perceptions, the call-service representatives were asked to rate their perceptions of self-, collective, and leader efficacy three times over 4 months on a 15-item questionnaire based on a survey developed by Bandura (2001). Pilot condition team managers participated in facilitated bi-weekly coaching sessions across the trials to receive their feedback regarding the leader intervention, how it could be enhanced and identifying organizational roadblocks hindering the team managers' ability to successfully engage and provide feedback to their associates.
520 $a Results demonstrated that although control-group means were higher than the pilot-group means, self- and collective efficacy scores increased over time for the pilot groups, whereas the control-group scores remained unchanged or decreased over the same duration. This difference was more significant across Trial 2 and Trial 3, as pilot team managers removed environmental barriers in order to become fully engaged in the study. Comparisons of the pilot and control-group perceptions of leader efficacy showed, however, that changes in leader efficacy were not attributed to increases in performance feedback and participative behavior as control-group leader efficacy means were higher than the pilot-group leader efficacy means across time. A review of these results, implications for leaders in organizations and discussion of future research are discussed.
590 $a School code: 1436.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0703
710 2 $a Alliant International University, Los Angeles. $3 1022541
773 0 $t Dissertation Abstracts International $g 72-06A.
790 1 0 $a Finkelman, Jay M., $e advisor
790 $a 1436
791 $a Ph.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3452385