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Exploring Transformational Leadershi...

LaPuma, Stephanie J.

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Exploring Transformational Leadership, Employee Well-Being, and the Moderating Influence of Generational Cohort.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Exploring Transformational Leadership, Employee Well-Being, and the Moderating Influence of Generational Cohort./
Author:	LaPuma, Stephanie J.
Description:	141 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-06(E), Section: A.
Contained By:	Dissertation Abstracts International77-06A(E).
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10002006
ISBN:	9781339417158

Exploring Transformational Leadership, Employee Well-Being, and the Moderating Influence of Generational Cohort.
LaPuma, Stephanie J.

Exploring Transformational Leadership, Employee Well-Being, and the Moderating Influence of Generational Cohort. - 141 p.

Source: Dissertation Abstracts International, Volume: 77-06(E), Section: A.

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

Voluntary and involuntary turnover negatively affects morale, employee well-being, and drains innovation and creativity. The problem investigated in this study was the need to identify if a relationship existed between transformational leadership attributes and employee well-being, as moderated by the employee's generational cohort. Building a better understanding of this relationship could serve to improve organizational success and performance, minimizing employee turnover and dissatisfaction in the process, and expanding the reach and potential applications of transformational leadership theory. Despite widespread usage, transformational leadership theory has continued to develop, but has not been utilized to address the effect the generational cohort may have on leadership and employee well-being. The purpose of this non-experimental, quantitative, ex post facto study was to determine whether a relationship existed between transformational leadership attributes of leaders and employee well-being, and if generational cohort moderated this relationship. Data were collected using a combination of the Multifactor Leadership Questionnaire (MLQ-5X Short) and the General Health Questionnaire (GHQ-28). Participants in this study were a random sample of 125 employees working in a financial services organization located in the Midwest. The results of this study indicated that the moderating influence of generational cohort was not statistically significant in the relationship between transformational leadership attributes and employee well-being. However, this study continues to support past research on the positive relationship between transformational leadership and employee well-being. Leaders should continue to utilize transformational leadership no matter what generation the employee might identify. Recommendations for future research include the use of a longitudinal study, measuring each well-being component to each of the transformational leadership attributes, using a qualitative study to increase the depth of understanding of leaders, followers, and well-being, or using a larger population or a different industry.

ISBN: 9781339417158Subjects--Topical Terms:

3168311
Business administration.

Exploring Transformational Leadership, Employee Well-Being, and the Moderating Influence of Generational Cohort.
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100 1 $a LaPuma, Stephanie J. $3 3188098
245 1 0 $a Exploring Transformational Leadership, Employee Well-Being, and the Moderating Influence of Generational Cohort.
300 $a 141 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-06(E), Section: A.
500 $a Adviser: Fred Dorn.
502 $a Thesis (Ph.D.)--Northcentral University, 2015.
520 $a Voluntary and involuntary turnover negatively affects morale, employee well-being, and drains innovation and creativity. The problem investigated in this study was the need to identify if a relationship existed between transformational leadership attributes and employee well-being, as moderated by the employee's generational cohort. Building a better understanding of this relationship could serve to improve organizational success and performance, minimizing employee turnover and dissatisfaction in the process, and expanding the reach and potential applications of transformational leadership theory. Despite widespread usage, transformational leadership theory has continued to develop, but has not been utilized to address the effect the generational cohort may have on leadership and employee well-being. The purpose of this non-experimental, quantitative, ex post facto study was to determine whether a relationship existed between transformational leadership attributes of leaders and employee well-being, and if generational cohort moderated this relationship. Data were collected using a combination of the Multifactor Leadership Questionnaire (MLQ-5X Short) and the General Health Questionnaire (GHQ-28). Participants in this study were a random sample of 125 employees working in a financial services organization located in the Midwest. The results of this study indicated that the moderating influence of generational cohort was not statistically significant in the relationship between transformational leadership attributes and employee well-being. However, this study continues to support past research on the positive relationship between transformational leadership and employee well-being. Leaders should continue to utilize transformational leadership no matter what generation the employee might identify. Recommendations for future research include the use of a longitudinal study, measuring each well-being component to each of the transformational leadership attributes, using a qualitative study to increase the depth of understanding of leaders, followers, and well-being, or using a larger population or a different industry.
590 $a School code: 1443.
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650 4 $a Management. $3 516664
650 4 $a Occupational psychology. $3 2122852
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710 2 $a Northcentral University. $b Business and Technology Management. $3 2100236
773 0 $t Dissertation Abstracts International $g 77-06A(E).
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