Dissertation/Thesis Abstract

Examining leadership styles and employee engagement in the public and private sectors
by Moody, Vernice J., Ph.D., University of Phoenix, 2012, 138; 3535727
Abstract (Summary)

The current quantitative correlational research sought to determine if specific relationships exist between leadership styles and employee engagement. Participants represented different organizations and industries in the public and private sectors in the Washington, DC Metropolitan Division area. Participants completed the MLQ-Form 5X Short for Raters instrument for leadership styles and the E3® Employee Engagement Survey instrument for engagement. The independent variables were three leadership styles (transformational, transactional, and laissez-faire). The dependent variable was employee engagement. Findings from the study revealed public and private sector employees had similar views on the relationship between leadership styles and employee engagement. Employees, who perceived their supervisors or managers as transformational leaders, tended to have higher levels of employee engagement. Public and private sector employees who perceived their supervisors or managers as laissez-faire, tended to have lower levels of employee engagement. Employees, who perceived their supervisors or managers as transactional leaders, tended to have higher levels of employee engagement when leaders acknowledge and reward employees.

Indexing (document details)
Advisor: Gordon, Pamela
Commitee: Lind, Mary, Stout, Mary
School: University of Phoenix
Department: Organizational Leadership
School Location: United States -- Arizona
Source: DAI-A 74/05(E), Dissertation Abstracts International
Source Type: DISSERTATION
Subjects: Management, Public administration, Organization Theory, Organizational behavior
Keywords: Employee engagement, Leadership, Perception of leaders, Private sector, Public sector, Washington, D.C.
Publication Number: 3535727
ISBN: 9781267889850
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