Contingency Perspectives of Leadership are Better at Motivating Employees - Annotated Bibliography Example

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Contingency Perspectives of Leadership are Better at Motivating Employees

The study was carried out in a financial service company with 153 participants, all of whom were clerical workers. A questionnaire was circulated around the organization and then immediately collected by the researcher. The questionnaire contained scales that ranged from 1 to 5. Participants had to indicate how strongly they agreed or disagreed with certain statements. Followers’ personalities were broken down into four categories: neuroticism, extraversion, openness, and agreeableness. The scales ranged from “not at all true” (1) to “completely true” (5). The four categories for followers’ personalities were each given a Cronbach’s alpha. In order to test for transformational leadership, an adapted version of the MLQ 5 X Short was administered. Because of this, four transformational dimensions were defined: idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation. The scales for these dimensions ranged from “never” (1) to “almost always” 5). As in the previous test, Cronbach’s alpha was used. Commitment was assessed using two scales—an affective commitment scale and a continuance scale. Once again, Cronbach’s alpha was used.
It was discovered that followers’ extraversion and agreeableness were positively correlated to the perception of overall transformational leadership and to affective commitment to the supervisor. Also, followers high in extraversion and agreeableness recognize transformational leadership more than those who are low in these areas. ...
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Previous studies of leadership and its effects have focused on the behavior of leaders. However, research that focuses on the behavior of the followers has resulted in better results. This study was conducted to test how followers’ behavior affects the leader of an organization…
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