Administrators' leadership and personality tendency, empowerment, and power tactics as related to job performance

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Author: Pador, Glenito L.

Accession Number: 1383D

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Copyright Year: 2006

Abstract:

This survey-correlational study determined the job performance level, leadership and personality tendency, degree of empowerment, and degree of use of power tactics among administrators in the three academic units of JBLCF. It likewise ascertained how the administrators' leadership and personality tendency, degree of empowerment, and degree of use of power tactics would relate to their job performance level. Conducted in November 2005, the study had for its participants the 64 randomly selected department heads from the three academic units of JBLCF. The simple random sampling technique was employed in their selection. Data for the study were obtained by using the Leadership and Personality Tendencies Questionnaire (Bell and Smith, 2002), the Empowerment Assessment Rating Scale (Rebore, 2003), the Power Tactic Assessment Rating Scale (Rebore, 2003), and job performance ratings taken from the records of the administrators' offices of the three academic units of the JBLCF. Statistical tools used were the means, standard deviations, the t-test for independent samples, the One-way Analysis of Variance, the Stepwise Multiple Regression Analysis, and Perason's r. The .05 alpha level was used as the criterion for the acceptance or rejection of the null hypotheses. The study found out that the JBLCF administrators had "superior" job performance. Many of the administrators were described as "planner" and "juggler" and a few were described as "thinker" and "empathizer". The admnistrators were highly empowered, tended to use an average amount ofovert power tactics, and were slightly defensive. The administrators differed significantly in their job performance level--with those from the JBLCF Arevalo having significantly higher ratings than the administrators from JBLCF Bacolod. Significant differences existed in the leadership and personality tendency of the administrators classified as to educational qualification--those with doctorate degrees having significantly stronger leadership and personality tendency compared to administrators holding only bachelor degrees. Likewise, significant differences were observed in empowerment among the administrators classified as to term of contract--in favor of those with indefinite contracts; as to plantilla classification--in favor of those holding administrative positions, and as to unit affiliation--with administrators from JBLCF Arevalo more empowered than administrators from JBLCF Molo. Furthermore,significant differences existed in the degree of use of defensive power tactics--in favor of those holding academic positions. Educational qualification significantly predicted leadership and personality tendency; and plantilla classification significantly predicted the degree of empowerment, and the degree of use of defensive power tactics. Finally, job performance was negatively and significantly related with the degree of use of defensive power tactics; and the degree of use of overt power tactics was positively and significantly related to the degree of use of defensive power tactics.


Keywords: Administrators leadership and personality tendency

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