The purpose of this quantitative correlational study was to examine if leadership style significantly predicts group potency among United States Air Force officers. The theoretical foundations included the full range leadership model that features three leadership styles, transformational, transactional, and laissez-faire, as well as group potency theory. The research question asked to what extent transformational, transactional, and laissez-faire leadership styles predict group potency. The researcher recruited through an Air Force group on LinkedIn a convenience sample of 88 United States Air Force officers. The participants completed an online survey that included the Multifactor Leadership Questionnaire (MLQ 5X) and the Group Potency Scale (GPS). The results of the stepwise multiple linear regression analysis indicated that transactional leadership style was the only statistically significant predictor of group potency, F(1, 69) = 13.550, p < .001 = .164, adj. R2 = .152; β = .405, t(1) = 3.861, p = < .001. The laissez-faire leadership style did not receive consideration in the analysis due to low reliability (α = .61). These study findings provided support for the relevance of the transactional leadership style to United States Air Force officers’ perceptions of group potency. These results may be useful for current and future United States Air Force officer development.
|Commitee:||Pernsteiner, Carol, Clark, Burton A.|
|School:||Grand Canyon University|
|Department:||College of Doctoral Studies|
|School Location:||United States -- Arizona|
|Source:||DAI-A 81/4(E), Dissertation Abstracts International|
|Subjects:||Military studies, Social studies education|
|Keywords:||Group potency, Laissez-faire, Multifactor Leadership Questionnaire (MLQ 5X), Transactional leadership, Transformational leadership, United States Air Force officers|
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