Nonprofit leaders: A quantitative analysis of leadership styles of baby boomers, generation Xers, and millennials

by Walker, Thomas L., Ii, Ph.D., CAPELLA UNIVERSITY, 2012, 126 pages; 3527705

Abstract:

The purpose of this nonexperimental quantitative research study was to determine the perception of which leadership style from among transactional, transformational, and laissez-faire, is most prevalent by generational cohort in the nonprofit sector in the state of Florida. The leadership styles examined were transformational, transactional, and laissez-faire, as identified in the Self-Rater Leader Form from the Multifactor Leadership Questionnaire (MLQ) 5X. A sample of 140 surveys comprised the data for analysis. A factor analysis took place to evaluate the individual constructs of the statements of each of the dependent variable leadership styles. Based on the results from the factor analysis, due to the small sample size, not all constructs factored as expected. An analysis of variance (ANOVA) was utilized to test the factors from the factor analysis against the independent variable, generational cohort, to reveal differences. The results indicated a significant difference between generational cohorts in use of the transformational and transactional leadership styles. No significant difference emerged between generational cohorts concerning laissez-faire leadership.

AdviserGregory McLaughlin
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3527705

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