Leadership in the apparel-manufacturing environment: An analysis based on the Multi-Factor Leadership Questionnaire

by McCann, Jack T., Ph.D., CAPELLA UNIVERSITY, 2007, 104 pages; 3284061


The purpose of this study was to determine the existence of leadership and the type of leadership demonstrated by apparel-manufacturing CEOs in the United States and to determine if their leadership style had a relationship with organizational outcomes. The research was designed to evaluate empirically the relationship of the leadership styles of the CEOs as perceived by employees who report directly to them and their self-reported satisfaction with their leader, willingness to exert extra effort, and perceptions of their leaders' effectiveness as examined through the Full Range of Leadership Model. This study included a sample population of four apparel-manufacturing companies in the United States. A total of 120 surveys were utilized to calculate the data for this study. Leadership orientation and outcome factors were measured through direct report ratings of CEOs using the Multifactor Leadership Questionnaire (MLQ 5X) (Short Form). The research addressed the following question: Is there a relationship between the transformational, transactional, and laissez-faire leadership styles of apparel manufacturing CEOs and direct report's self-reported willingness to exert extra effort, perception of leader effectiveness, and satisfaction with their leader? Strong empirical support was provided through descriptive statistics, ANOVA: Single Factor Analysis in Microsoft Excel and a Reliability Analysis of Inter-Item Correlations between the combination of the independent variables of leadership styles and the three dependent variable outcomes. The more the CEO was perceived as exhibiting transformational behaviors, the greater the direct report expressed exerting extra effort, satisfaction with the leader, and perceived the leader to be more effective. The relationship between transformational leadership and the outcome factors were found to be stronger than the transactional and laissez-faire leadership styles. The findings of this study were based on the self-administered survey methodology and support the application of Bass's (1985) conceptual framework of transformational and transactional leadership theory, and provide additional support to the universality of the model. Recommendations for further research would be to reproduce this study in a greater number of apparel-manufacturing companies and in organizational contexts similar to the apparel industry with a combination of quantitative and qualitative data to improve the depth of the findings.

AdviserLisa M.S. Barrow
Source TypeDissertation
Publication Number3284061

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