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Dissertation/Thesis Abstract

Analyzing the Relationship Between Transformational Leadership Behavior and Team Effectiveness in the United States Army
by Lopez, Melvyn, Ph.D., Northcentral University, 2015, 140; 3720731
Abstract (Summary)

The subject of leadership has received enormous attention in the United States Army with the purpose of ensuring mission accomplishment. According to the Center for Army Leadership’s 2012 annual survey (CASAL) of squad level soldiers, Army leaders were not seen as consistently improving team effectiveness. Squad level Army leaders in particular were reported to be deficient in developing skills of team members, developing innovative solutions to immediate threats and challenges, and lacking in interpersonal tact. This study used the military as a data generation option to add to the body of knowledge in management and contribute to the scientific theory of leadership by attempting to establish if after controlling for age and years of military experience; idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, all components of Transformational Leadership; had any effect on military Infantry Team effectiveness. The selected research methodology and design for this quantitative study was a research survey of squad level teams in the field where leadership skills are most critical for team success. Effectiveness in a military infantry team was measured by rankings performed by the author of collected data from the Platoon Sergeants/Leaders on the areas of discipline, marksmanship, physical fitness and retention potential was used for the team effectiveness measure. Transformational leadership behavior was measured with the use of the Multifactor Leadership Questionnaire (MLQ-5X). A total of 324 participants took part in the study: 90 team leaders, 39 squad leaders for a total of 129 leaders and 195 soldiers (raters). The soldiers rated their squad leaders as well as their team leaders therefore there were 237 surveys in addition to the original 324 for a total of 561. The selected geographical area for the sample was the 173rd Airborne Brigade located in Vicenza, Italy where the author is stationed. A priori power analysis suggested a sample size of 89 drawn from the population of US Army soldiers assigned to squad level duties to satisfy power requirements. To ascertain the association of leadership traits with team effectiveness the 4 subscales of the MLQ-5X were regressed into team effectiveness score. The results of the multiple linear regression were significant: F (6, 122) = 205.508, p < .05. The model R2 was .910 indicating that 91% of the variance in Team Effectiveness was explained by transformational leadership indicating a proper model fit. For every one unit of elements of transformational leadership, team effectiveness increased by one point. The results of the significance values were as follows: age ( p=.420), years of military experience (p=.034), idealized influence (p=.027), intellectual stimulation ( p=.015), individualized consideration (p=.011) and inspirational motivation (p=.002). All predictors, except for age yielded significant values; therefore the null hypothesis was rejected in favor of the alternate hypothesis. Findings of this research suggest that the use of Transformational Leadership by squad-level leaders in the United States Army can enhance team effectiveness in the military and ultimately the effectiveness of the organization. Future research would benefit from investigating this relationship more thoroughly and on a larger scale.

Indexing (document details)
Advisor: McNamara, Patrick
Commitee: Jeter, Nari, O'Grady, Mary Ann
School: Northcentral University
Department: Business and Technology Management
School Location: United States -- Arizona
Source: DAI-A 77/01(E), Dissertation Abstracts International
Subjects: Management, Military studies
Keywords: Management, Military, Organizational leadership, Transformational leadership, Us army
Publication Number: 3720731
ISBN: 978-1-339-01828-7
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