The purpose of this quantitative study was to explore the perceived leadership style(s) of new Commissioned Corps officers and examine qualities that reflect best leadership practices. This study analyzed the relationship between the officers’ perceived leadership style(s) based upon three current leadership models—transformational, transactional, and laissez-faire as it relates to their perceived leadership readiness and effectiveness. The study utilized Bass and Avolio’s (2004) most current instrument, the Multifactor Leadership Questionnaire Form 5x (MLQ-5X or MLQ) to measure the officers’ leadership style. The study also utilized a researcher-designed questionnaire to measure data related to perceived leadership readiness and effectiveness and demographic information. The study focused on new Commissioned Corps officers who participated in the two-week Officer Basic Course training that occurred March 2008 - December 2008. The study addressed three research questions and hypotheses that were answered using a descriptive correlational design. Analysis of Variance (ANOVA) was used to test the first two hypotheses and Analysis of co-Variance (ANCOVA) was used to test the third hypothesis. The data revealed that transformational leadership style accounted for over 43.5% of officers. The findings indicate that there is a significant difference in mean leadership effectiveness and readiness among the three leadership groups. Further, the findings suggest that there is a relationship between leadership style and readiness and effectiveness of service. Paired comparison revealed that transformational leaders were both more prepared to lead if called upon, and more effective in leading. Corps leaders and officers must understand, embrace and encourage officers to determine their leadership style and seek opportunities to develop their style.
|Subjects||Management; Public health education; Public health|
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