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The relationship of organizational commitment and transformational leadership use in project managers.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
書名/作者:	The relationship of organizational commitment and transformational leadership use in project managers.
作者:	Dixon, Tommy B.
面頁冊數:	117 p.
附註:	Source: Dissertation Abstracts International, Volume: 74-06(E), Section: A.
Contained By:	Dissertation Abstracts International74-06A(E).
標題:	Business Administration, Management.
標題:	Sociology, Organizational.
ISBN:	9781267885401
摘要、提要註:	As the successful completion of projects continues to appear in organization's strategic goals, the importance of the project manager and the project management field continues to increase. However, researchers have called for more theoretical work on project managers and the project management field. This study was designed to determine whether a relationship existed between a project manager's organizational commitment and the use of transformational leadership. Pearson's Correlation was used to analyze the relationship between three types of organizational commitment (affective commitment, normative commitment, and continuance commitment) and transformational leadership use. The three types of organizational commitment were measured using Allen and Meyer's (1990) Three-Component Model Employee Commitment Survey. Transformational leadership was measured using Bass and Avolio's (1990) Multifactor Leadership Questionnaire (MLQ 5X-Short). The results supported the first hypothesis for a significant positive relationship of affective commitment and transformational leadership for project managers participating in the study. However, the results did not support the second hypothesis for a significant positive relationship of continuance commitment and transformational leadership use. The third hypothesis was also not supported for a significant positive relationship of normative commitment and transformational leadership use.
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3551087

The relationship of organizational commitment and transformational leadership use in project managers.
Dixon, Tommy B.

The relationship of organizational commitment and transformational leadership use in project managers. - 117 p.

Source: Dissertation Abstracts International, Volume: 74-06(E), Section: A.

Thesis (Ph.D.)--Capella University, 2013.

As the successful completion of projects continues to appear in organization's strategic goals, the importance of the project manager and the project management field continues to increase. However, researchers have called for more theoretical work on project managers and the project management field. This study was designed to determine whether a relationship existed between a project manager's organizational commitment and the use of transformational leadership. Pearson's Correlation was used to analyze the relationship between three types of organizational commitment (affective commitment, normative commitment, and continuance commitment) and transformational leadership use. The three types of organizational commitment were measured using Allen and Meyer's (1990) Three-Component Model Employee Commitment Survey. Transformational leadership was measured using Bass and Avolio's (1990) Multifactor Leadership Questionnaire (MLQ 5X-Short). The results supported the first hypothesis for a significant positive relationship of affective commitment and transformational leadership for project managers participating in the study. However, the results did not support the second hypothesis for a significant positive relationship of continuance commitment and transformational leadership use. The third hypothesis was also not supported for a significant positive relationship of normative commitment and transformational leadership use.

ISBN: 9781267885401Subjects--Topical Terms:

423062
Business Administration, Management.

The relationship of organizational commitment and transformational leadership use in project managers.
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245 1 4 $a The relationship of organizational commitment and transformational leadership use in project managers.
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500 $a Adviser: Richard E. Yellen.
502 $a Thesis (Ph.D.)--Capella University, 2013.
520 $a As the successful completion of projects continues to appear in organization's strategic goals, the importance of the project manager and the project management field continues to increase. However, researchers have called for more theoretical work on project managers and the project management field. This study was designed to determine whether a relationship existed between a project manager's organizational commitment and the use of transformational leadership. Pearson's Correlation was used to analyze the relationship between three types of organizational commitment (affective commitment, normative commitment, and continuance commitment) and transformational leadership use. The three types of organizational commitment were measured using Allen and Meyer's (1990) Three-Component Model Employee Commitment Survey. Transformational leadership was measured using Bass and Avolio's (1990) Multifactor Leadership Questionnaire (MLQ 5X-Short). The results supported the first hypothesis for a significant positive relationship of affective commitment and transformational leadership for project managers participating in the study. However, the results did not support the second hypothesis for a significant positive relationship of continuance commitment and transformational leadership use. The third hypothesis was also not supported for a significant positive relationship of normative commitment and transformational leadership use.
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