Publication Date

2016

Document Type

Dissertation/Thesis

First Advisor

Smith, Thomas J. (Professor)||Roth, Gene L.

Degree Name

Ed.D. (Doctor of Education)

Legacy Department

Counseling, Adult and Higher Education

LCSH

Leadership; Personnel management

Abstract

Leadership development theories, including the transformational style of leadership, emphasize that leaders can be developed. Leadership development assessments have been used to create individual profiles to diagnose strengths and opportunities for development. The Multifactor Leadership Questionnaire (MLQ(5X)) is an instrument that is available to create profiles that measure transformational leadership behaviors. These profiles can be used to cultivate transformational leadership behaviors for developing leaders. Leaders in human resources are typically tasked with responsibilities for developing people and implementing organizational strategies. Transformational leadership behaviors are widely recognized as a desirable style of leadership that can enhance organizational performance. However, there is a lack of research related to transformational leadership behaviors among professionals in human resources. This quantitative study assessed the leadership style profiles of human resource professionals for transformational leadership behaviors and analyzed how the leadership style profiles differed by gender, education level, years worked in human resources, current job position, and primary role in human resources. The study revealed that the transformational leadership style was substantially more prominent in the overall profiles of human resource professionals than transactional and passive-avoidant styles of leadership. For highest education level, the profile scores were significantly higher in the transformational leadership style for those who held graduate and bachelor degrees. In the analysis for the number of years worked in human resources, the profile scores in the transformational leadership subscales were considerably higher for participants who worked 15 or more years in human resources. Those who held job positions of vice-president or director scored higher transformational leadership subscale scores than those who held job positions as managers, professionals (non-managers), and consultants. No meaningful differences were found within the demographic characteristics of gender or primary role in human resources. The study contributes to the field of human resource development with regard to leadership development opportunities and transformational style of leadership among human resource professionals. The study advises those who are involved with helping to shape and influence the education, training, and development of leaders in human resources.

Comments

Advisors: Thomas Smith; Gene Roth.||Committee members: William Cassidy.||Includes bibliographical references.||Includes illustrations.

Extent

xii, 139 pages

Language

eng

Publisher

Northern Illinois University

Rights Statement

In Copyright

Rights Statement 2

NIU theses are protected by copyright. They may be viewed from Huskie Commons for any purpose, but reproduction or distribution in any format is prohibited without the written permission of the authors.

Media Type

Text

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