The relationship between the reasons for participation in continuing professional education and the leader effectiveness of first-line supervisors.

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Description:

This research examined the reasons for participation in continuing professional education (CPE) and the predictive relationship of those motivational reasons to the perceived leadership effectiveness of first-line supervisors. For this study, 105 first-line supervisors were surveyed from four electric utility companies. Input was also collected from each supervisor's subordinate employees. Using the five motivational reasons for participation, collected via the Participation Reasons Scale and the effectiveness score collected using the Leader Behavior Analysis II®, regression techniques were used to asses the data. The five participation reasons of the PRS were regressed individually against the effectiveness scores to determine the extent to which leader effectiveness could be predicted by the participation reasons. In each case, the null hypothesis failed to be rejected. Regression of the five PRS reasons collectively on leader effectiveness also failed to reject the null, producing a p value of .800 and an R2 value of .023. An "all possible subsets" regression was conducted to determine whether a smaller subset of the five predictor variables might improve the predictive value of the participation reasons. No subset improved the predictive value. This study concludes that motivation to participate in CPE does not predict leader effectiveness. Thus, training organizations do not need to attempt to determine leader effectiveness based on underlying reasons individuals are motivated to participate, but rather should focus on the more traditional aspects of determining effectiveness most often associated with rigorous training evaluation processes. This study focused on the job role of first-line supervisor. Future research could be performed using: (a) populations of individuals from other traditional job roles including front-line employees (both unionized and non-unionized), mid-level managers, and executives; (b) leaders with and without prior training in situational leadership; and (c) effectiveness measure over time (i.e., a time-series method).

Creator(s): McCamey, Randy B.
Creation Date: December 2003
Partner(s):
UNT Libraries
Collection(s):
UNT Theses and Dissertations
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Total Uses: 107
Past 30 days: 1
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Publisher Info:
Publisher Name: University of North Texas
Place of Publication: Denton, Texas
Date(s):
  • Creation: December 2003
  • Digitized: November 27, 2003
Description:

This research examined the reasons for participation in continuing professional education (CPE) and the predictive relationship of those motivational reasons to the perceived leadership effectiveness of first-line supervisors. For this study, 105 first-line supervisors were surveyed from four electric utility companies. Input was also collected from each supervisor's subordinate employees. Using the five motivational reasons for participation, collected via the Participation Reasons Scale and the effectiveness score collected using the Leader Behavior Analysis II®, regression techniques were used to asses the data. The five participation reasons of the PRS were regressed individually against the effectiveness scores to determine the extent to which leader effectiveness could be predicted by the participation reasons. In each case, the null hypothesis failed to be rejected. Regression of the five PRS reasons collectively on leader effectiveness also failed to reject the null, producing a p value of .800 and an R2 value of .023. An "all possible subsets" regression was conducted to determine whether a smaller subset of the five predictor variables might improve the predictive value of the participation reasons. No subset improved the predictive value. This study concludes that motivation to participate in CPE does not predict leader effectiveness. Thus, training organizations do not need to attempt to determine leader effectiveness based on underlying reasons individuals are motivated to participate, but rather should focus on the more traditional aspects of determining effectiveness most often associated with rigorous training evaluation processes. This study focused on the job role of first-line supervisor. Future research could be performed using: (a) populations of individuals from other traditional job roles including front-line employees (both unionized and non-unionized), mid-level managers, and executives; (b) leaders with and without prior training in situational leadership; and (c) effectiveness measure over time (i.e., a time-series method).

Degree:
Level: Doctoral
Language(s):
Subject(s):
Keyword(s): Continuing education | leadership effectiveness | supervision
Contributor(s):
Partner:
UNT Libraries
Collection:
UNT Theses and Dissertations
Identifier:
  • OCLC: 54356988 |
  • ARK: ark:/67531/metadc5535
Resource Type: Thesis or Dissertation
Format: Text
Rights:
Access: Use restricted to UNT Community (strictly enforced)
License: Copyright
Holder: McCamey, Randy B.
Statement: Copyright is held by the author, unless otherwise noted. All rights reserved.