The dissertation describes research that investigated whether there is a relationship between leaders' long-term planning and enabling of followers. More specifically, the research collected survey data from an online panel of employees in organizations across America to determine whether their perception of their supervisors' long-term planning behavior showed a relationship to how they are enabled to be good followers or influenced to be poor followers. The research also examined whether these relationships changed as organization size changed. A Pearson correlation test found statistically significant, strong, and positive relationships between followers' perception of good long-term planning by their leaders and followers' assessments of whether they were enabled toward positive follower behavior. Statistically significant, strong, and positive relationships were also found between followers' perception of poor long-term planning by their leaders and followers' assessments of whether they were influenced toward negative follower behavior. However, it was found that organizational size was not a moderator of these relationships. The relationships found were correlations—no direct causation was sought or found. The author describes the general nature of the problem, presents the problem statement and the hypotheses, defines terms, discusses assumptions, provides a literature review, discusses methods and procedures, establishes the contribution to organizational leadership, and discusses the findings.
|Commitee:||Starcher, Keith, Tweedell, Cynthia|
|School:||Indiana Wesleyan University|
|School Location:||United States -- Indiana|
|Source:||DAI-A 72/02, Dissertation Abstracts International|
|Subjects:||Management, Organization Theory|
|Keywords:||Followership, Leadership, Long-term planning, Organizational leadership, Pearson correlation|