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Leadership styles, learning culture,...

Gines, Orlando Ramos.

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Leadership styles, learning culture, and performance in a large public-service organization.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Leadership styles, learning culture, and performance in a large public-service organization./
Author:	Gines, Orlando Ramos.
Description:	169 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.
Contained By:	Dissertation Abstracts International75-10A(E).
Subject:	Sociology, Organizational. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3583262
ISBN:	9781321130881

Leadership styles, learning culture, and performance in a large public-service organization.
Gines, Orlando Ramos.

Leadership styles, learning culture, and performance in a large public-service organization. - 169 p.

Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.

Thesis (D.M.IST.)--University of Phoenix, 2014.

The purpose of this quantitative research was to examine leadership practices (independent variables), the existence or non-existence of a learning culture (independent variables), and perceived organizational performance improvements (dependent variables). The population studied was the Defense Contract Administration Agency's civilian employees in supervisory management positions within the agency's five continental United States regions. This study provides additional knowledge to the limited research on the leadership styles, learning culture, and performance of public-service organizations. This research used two research-validated instruments---the Multifactor Leadership Questionnaire and the Dimensions of the Learning Organization Questionnaire---to obtain the leadership and learning behavior data. Based on the data collected, 93% of those participating in this research classified as possessing transformational leadership styles. Significant positive and moderate to strong correlations were found between transformational leadership and the three performance variables of extra effort (strong correlation), effectiveness (moderate correlation), and satisfaction (moderate correlation). Transactional leadership showed weak positive correlations with the three performance variables and were not significant. The passive-avoidant style showed significant negative and moderate correlation with all the three performance variables. Significant correlations were found between the three learning variables of individual, team or group, and organizational and the performance variables of financial, knowledge, and mission performance. The findings show that the agency has been successful in transforming its leaders to transformational leadership styles and the culture to one of learning.

ISBN: 9781321130881Subjects--Topical Terms:

1018023
Sociology, Organizational.

Leadership styles, learning culture, and performance in a large public-service organization.
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300 $a 169 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.
500 $a Adviser: Barry Spiker.
502 $a Thesis (D.M.IST.)--University of Phoenix, 2014.
520 $a The purpose of this quantitative research was to examine leadership practices (independent variables), the existence or non-existence of a learning culture (independent variables), and perceived organizational performance improvements (dependent variables). The population studied was the Defense Contract Administration Agency's civilian employees in supervisory management positions within the agency's five continental United States regions. This study provides additional knowledge to the limited research on the leadership styles, learning culture, and performance of public-service organizations. This research used two research-validated instruments---the Multifactor Leadership Questionnaire and the Dimensions of the Learning Organization Questionnaire---to obtain the leadership and learning behavior data. Based on the data collected, 93% of those participating in this research classified as possessing transformational leadership styles. Significant positive and moderate to strong correlations were found between transformational leadership and the three performance variables of extra effort (strong correlation), effectiveness (moderate correlation), and satisfaction (moderate correlation). Transactional leadership showed weak positive correlations with the three performance variables and were not significant. The passive-avoidant style showed significant negative and moderate correlation with all the three performance variables. Significant correlations were found between the three learning variables of individual, team or group, and organizational and the performance variables of financial, knowledge, and mission performance. The findings show that the agency has been successful in transforming its leaders to transformational leadership styles and the culture to one of learning.
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