The present cross-sectional quantitative study explored the relationship between transformational leadership, organizational commitment, and perceptions of organizational effectiveness within two San Francisco Bay area offender reentry programs. This study examined whether selected leadership styles were significantly associated with employee organizational commitment and perceptions of effectiveness. Seventeen offender reentry staff and stakeholders participated in the study. The Multifactor Leadership Questionnaire 5X, TCM Employee Commitment survey, and the Perception of Performance instruments were used. The results revealed that diverse leadership styles contributed differently to staff organizational behaviors. Laissez-faire leadership style was significantly related to organization commitment and perception of effectiveness. Recommendations for leadership development programs are made. Limitations of the study and implications for future research and practice of the findings are discussed.
|Adviser||Craig T. Follins|
|School||UNIVERSITY OF PHOENIX|
|Subjects||Management; Criminology; Organization theory|
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