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Degree

Doctor of Education (Ed.D.), Bowling Green State University, Leadership Studies, 2010.

Abstract

This study examined the relationships between undergraduate leaders’ self-perceptions of their transformational and transactional leadership behaviors and their sources of work motivation. The sample was comprised of 145 elected and appointed leaders at a mid-west university. The survey included both the Motivation Sources Inventory and the Multifactor Leadership Questionnaire. Other survey items collected demographic and leadership-experience data. Participants overall scored higher for transformational self-perceived behaviors than for transactional, and higher for intrinsic motivation than extrinsic. Intrinsic motivation related positively to transformational self-perceived behaviors, and extrinsic motivation related positively to transactional self-perceived behaviors. By understanding undergraduates’ self-perceptions of their leadership behaviors and motivation, models and methods can be developed to foster and strengthen perspectives that embrace situational application of transformational and transactional behaviors.

Subject Headings

Education; Educational theory; Gender; Higher education; Organization theory; Teaching

Keywords

transformational leadership; transactional leadership; intrinsic motivation; extrinsic motivation; MLQ; Multifactor Leadership Questionnaire; MSI; Motivation Sources Inventory; undergraduate; student affairs; student development; correlation

Committee / Advisors

Mark Earley (Advisor)
William Arnold (Committee Member)
Judith Jackson May (Committee Member)
Dafina Lazarus Stewart (Committee Member)

Pages

84p.

Document number: bgsu1288191946
Permalink: http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1288191946

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