Dissertation/Thesis Abstract

Customer retention and leadership in the nonprofit healthcare organization
by O'Connell, Annette Margaret, D.B.A., University of Phoenix, 2008, 211; 3353759
Abstract (Summary)

This quantitative study examined which leadership style correlates more strongly or more positively with customer retention in a healthcare setting. The independent variables were Bass transformational and transactional leadership culture styles. The dependent variables were job satisfaction, long-term commitment, trust, and loyalty intentions. Three surveys were used in this research study. Bass (1992) Organizational Description Questionnaire tested employee opinions about the characteristics of the leadership culture. A developed employee opinion survey tested the dependent variables and a demographic survey was used to classify the sample. One of the eight null hypotheses was rejected because the data distribution was nonnormal. Violation of the normalcy assumption can quash hypothesis testing and lead to an inadequate evaluation of the study. The results pointed out the organization had a coasting culture that was unstructured and employees did not trust the leadership. The strongest correlation to transformational leadership was job satisfaction.

Indexing (document details)
Advisor: Berg, Gary
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 70/04, Dissertation Abstracts International
Subjects: Marketing
Keywords: Customer retention, Health care customers, Health care organizations, Leadership, Nonprofit, Nonprofit leadership, Retention
Publication Number: 3353759
ISBN: 978-1-109-10472-1
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