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Transactional and Transformational Leadership Practices of Leaders in the College of Food, Agricultural, and Environmental Sciences at The Ohio State University

Gamble, Charles Herman, Jr.
http://rave.ohiolink.edu/etdc/view?acc_num=osu1391589783

Abstract Details

2001, Master of Science, Ohio State University, Human and Community Resource Development.
The purpose of this descriptive-correlational study was to describe leadership practices of Administrative Cabinet, Extension Administrative Cabinet, OARDC Director's Cabinet, department chairs/heads, and the Vice President's Advisory Council in the College of Food, Agricultural, and Environmental Sciences (CFAES) at The Ohio State University (OSU). Relationships between personal and professional variables and leadership practices were investigated. Relationships between the respondents leadership practices scores on the Multifactor Leadership Questionnaire (MLQ) and the Leadership Practices Inventory-Individual Contributor (LPI-IC) were also investigated. The researcher utilized a census of identified formal leaders for the study that included 67 Administrative Cabinet members, Extension Administrative Cabinet members, OARDC Director's Cabinet, department chairs/heads, and the Vice President's Advisory Council. The questionnaire included three sections. Section I included a standardized instrument, the Multifactor Leadership Questionnaire (MLQ) to describe Administrative Cabinet, Extension Administrative Cabinet, OARDC Director's Cabinet, department chairs/heads, and the Vice President's Advisory Council leadership practices. Section II included standardized instrument, the Leadership Practices Inventory-Individual Contributor (LPI-IC) to describe Administrative Cabinet, Extension Administrative Cabinet, OARDC Director's Cabinet, department chairs/heads, and the Vice President's Advisory Council leadership practices. Section III, developed by the researcher, collected personal and professional demographics. A final response rate of 90.5% was achieved. The data was analyzed using SPSS 10.0.5. Correlational statistics and basic frequencies were used to satisfy the objectives of the study. Five transformational leadership behaviors were investigated through this study on the MLQ including: (1) Idealized Influence - Attributed; (2) Idealized Influence -Behavior; (3) Inspirational Motivation; (4) Intellectual Stimulation; and (5) Individual Consideration. All five groups in the study practiced the five transformational leadership constructs "fairly often". All groups practiced Contingent Reward, a construct of transactional leadership, "fairly often". All five groups practiced the outcomes of leadership (extra effort, effectiveness, and satisfaction) "fairly often". Five leadership constructs were also investigated through this study using the LPI-IC instrument including: (1) challenging the process; (2) inspiring a shared vision; (3) enabling others to act; (4) modeling the way; and (5) encouraging the heart. All groups practiced the five constructs "fairly often". The results would indicate the participants view themselves as leaders and practice the constructs of leadership on a routine basis.
R. Dale Safrit (Advisor)
Joseph A. Gliem (Committee Member)
Jo M. Jones (Committee Member)
152 p.
Education

Recommended Citations

Citations

  • Gamble, Jr., C. H. (2001). Transactional and Transformational Leadership Practices of Leaders in the College of Food, Agricultural, and Environmental Sciences at The Ohio State University [Master's thesis, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1391589783

    APA Style (7th edition)

  • Gamble, Jr., Charles. Transactional and Transformational Leadership Practices of Leaders in the College of Food, Agricultural, and Environmental Sciences at The Ohio State University. 2001. Ohio State University, Master's thesis. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1391589783.

    MLA Style (8th edition)

  • Gamble, Jr., Charles. "Transactional and Transformational Leadership Practices of Leaders in the College of Food, Agricultural, and Environmental Sciences at The Ohio State University." Master's thesis, Ohio State University, 2001. http://rave.ohiolink.edu/etdc/view?acc_num=osu1391589783

    Chicago Manual of Style (17th edition)

osu1391589783
186
© 2001, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.