Some Air Route Traffic Control Center (ARTCC) managers lack the necessary leadership skills and characteristics, which results in a lack of employee satisfaction and reduced level of management performance. As such, management within the Federal Aviation Administration (FAA) lacks knowledge of the organization’s dominant leadership style and knowledge of the characteristics of successful managers in ARTCC leadership roles. The purpose of this quantitative study was to examine FAA ARTCC managers to determine whether transformational, transactional, or laissez-faire leadership styles prevailed and to examine the background relationship characteristics associated with those styles. The sample included 20 FAA ARTCC managers. Participants’ leadership styles were measured via completing the multifactor leadership questionnaire (MLQ 5X) and a characteristics background survey. It was found that age, education, military experience, and managerial experience had no relationship to leadership style and background characteristics, while air traffic control experience did. The results of the statistical analysis indicated that a statistically significant relationship existed between years of air traffic experience and transformational leadership (r = -.51, p = .020). The results also indicated that transformational leadership is the predominant leadership style amongst FAA ARTCC managers. With the results of this study, the FAA should highly consider training ARTCC managers on the transformational leadership style, which fits into the highly dynamic, stressful, and intense environment of ATC. Additionally, the FAA should acknowledge that the style of leadership within the agency can, and will, affect the organizational mission, vision, and goals. Having properly trained leaders will help successfully guide the FAA into a brighter future.
|Subjects||Business administration; Management; Organizational behavior|
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