TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES: AN EMPIRICAL INVESTIGATION OF ROGERS' PRINCIPLE OF INTEGRALITY.
Contributors: Columbia University. Teachers College.
Published: 1994
Number of pages: 266
Subjects: Health Sciences, Nursing.; Education, Administration.; Business Administration, Management.
Description: The purpose of this descriptive, correlational study was to begin to frame transactional and transformational leadership theory within the context of Martha Rogers' Science of Unitary Human Beings. From a Rogerian perspective, creativity, power as knowing and time experience were postulated to be correlates of human field patterning. Consistent with the Rogerian concepts of energy fields, open systems, patterning and pandimensionality this study examined the relationships between leadership styles and variables explained by the principle of integrality.

The sample consisted of 439 nursing faculty from 59 baccalaureate and higher degree programs throughout the United States. Participants completed a demographic form and four instruments including: The Multifactor Leadership Questionnaire Form 5X--Self Rater (Bass & Avolio, 1991); The Revised Art Scale (Welsh, 1980); Power as Knowing Participation in Change Test (Barrett, 1987); and the Time Metaphor Test (Knapp & Garbutt, 1958). The data were analyzed using Person r correlation coefficients, canonical correlations, multiple regression and factor analysis.

In comparison to normative data provided by Bass and Avolio (1990), Nursing faculty in this study scored in the 90 to 99th percentile on transformational leadership, in the 50th percentile on contingent reward (a subcomponent of transactional leadership), and below the 10th percentile on laissez-faire (non-leadership).

Power as knowing was found to be moderately correlated with leadership style, with thirty-six percent of the variance on leadership accounted for by power as knowing. While several statistically significant relationships existed between leadership style and creativity and leadership style and time experience, they were not of sufficient magnitude to be considered theoretically meaningful. Demographic variables were not correlated with leadership style.

An alternative interpretation of the Time Metaphor Test results was discussed and suggestions for future research were presented.
Notes: Source: Dissertation Abstracts International, Volume: 55-08, Section: B, page: 3238.

Thesis (ED.D.)--COLUMBIA UNIVERSITY TEACHERS COLLEGE, 1994.

School code: 0055.