東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Social workers' expectations and per...

Elpers, Kathleen Margaret.

Linked to FindBook

Google Book

Amazon

博客來

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction./
Author:	Elpers, Kathleen Margaret.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2001,
Description:	177 p.
Notes:	Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3935.
Contained By:	Dissertation Abstracts International62-11A.
Subject:	Social work. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3032223
ISBN:	9780493448398

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.
Elpers, Kathleen Margaret.

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction. - Ann Arbor : ProQuest Dissertations & Theses, 2001 - 177 p.

Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3935.

Thesis (Ed.D.)--Spalding University, 2001.

The purpose of this study was to assess social workers' expectations and perceptions of their leaders' practices in the workplace and to determine whether there was a relationship between the expectations and perceptions of leaders' behavior and social workers' job satisfaction. The questions addressed in the study were: (1) What do social workers expect from their leaders in the workplace? (2) What are the perceptions that social workers have of their leaders' actual behavior in the workplace? (3) Is there a difference between social workers' expectations and their perceptions of leaders' actual behavior? and (4) How does that difference affect social workers' job satisfaction? The standardized instruments utilized were the Leadership Practices Inventory (LPI)-Observer (Kouzes & Posner, 1997b) and the Job Satisfaction Scale (JSS) (Koeske et al., 1994). A descriptive research design with the two instruments and an open questionnaire was mailed to a stratified, systematic random sample of 2500 social workers in the United States who were employed in social agencies and members of the National Association of Social Workers. 833 surveys were returned by the respondents. Findings showed that all five practices, Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart were statistically significant (p < .001) when expected leadership practices were compared to the perception of actual leadership practices. The aspects of job satisfaction impacted (-.754 to -.442 Pearson Correlation Matrix) the most significantly by the total mean difference between expected and actual leader practices were leadership behavior of your supervisor, the quality of supervision you receive, the recognition given your work by your supervisor, opportunity for involvement for decision making, and chances for acquiring new skills. The negative scores indicate that these aspects were inversely correlated with job satisfaction. A step-wise entry linear regression found that enabling others to act accounted for .300 of the variance contributing to social workers' job satisfaction, Implications and recommendations for practice and further research are also discussed.

ISBN: 9780493448398Subjects--Topical Terms:

644197
Social work.

Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.
LDR:03203nmm a2200301 4500 001 2160714
005 20180726113953.5
008 190424s2001 ||||||||||||||||| ||eng d
020 $a 9780493448398
035 $a (MiAaPQ)AAI3032223
035 $a AAI3032223
040 $a MiAaPQ $c MiAaPQ
100 1 $a Elpers, Kathleen Margaret. $3 3348646
245 1 0 $a Social workers' expectations and perceptions of leader behavior and their relationship to job satisfaction.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2001
300 $a 177 p.
500 $a Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3935.
500 $a Adviser: Mary Angela Shaughnessy.
502 $a Thesis (Ed.D.)--Spalding University, 2001.
520 $a The purpose of this study was to assess social workers' expectations and perceptions of their leaders' practices in the workplace and to determine whether there was a relationship between the expectations and perceptions of leaders' behavior and social workers' job satisfaction. The questions addressed in the study were: (1) What do social workers expect from their leaders in the workplace? (2) What are the perceptions that social workers have of their leaders' actual behavior in the workplace? (3) Is there a difference between social workers' expectations and their perceptions of leaders' actual behavior? and (4) How does that difference affect social workers' job satisfaction? The standardized instruments utilized were the Leadership Practices Inventory (LPI)-Observer (Kouzes & Posner, 1997b) and the Job Satisfaction Scale (JSS) (Koeske et al., 1994). A descriptive research design with the two instruments and an open questionnaire was mailed to a stratified, systematic random sample of 2500 social workers in the United States who were employed in social agencies and members of the National Association of Social Workers. 833 surveys were returned by the respondents. Findings showed that all five practices, Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart were statistically significant (p < .001) when expected leadership practices were compared to the perception of actual leadership practices. The aspects of job satisfaction impacted (-.754 to -.442 Pearson Correlation Matrix) the most significantly by the total mean difference between expected and actual leader practices were leadership behavior of your supervisor, the quality of supervision you receive, the recognition given your work by your supervisor, opportunity for involvement for decision making, and chances for acquiring new skills. The negative scores indicate that these aspects were inversely correlated with job satisfaction. A step-wise entry linear regression found that enabling others to act accounted for .300 of the variance contributing to social workers' job satisfaction, Implications and recommendations for practice and further research are also discussed.
590 $a School code: 0965.
650 4 $a Social work. $3 644197
650 4 $a Occupational psychology. $3 2122852
650 4 $a School counseling. $3 2144793
690 $a 0452
690 $a 0624
690 $a 0519
710 2 $a Spalding University. $3 1019232
773 0 $t Dissertation Abstracts International $g 62-11A.
790 $a 0965
791 $a Ed.D.
792 $a 2001
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3032223