Is Transformational Leadership Effective in a System Program Office
Abstract
This thesis examines the effectiveness of the leadership styles of government leaders in the weapon systems acquisition community within Air Force Systems Command (AFSC). This study centered on two types of leadership: transactional and transformational leadership. The primary objective was to show that transformational leadership was more effective than transactional leadership. Focusing on the System Program Office these leaders were surveyed to determine leadership characteristics of their directors in addition to the strengths of other mediating variables. These other variables were performance feedback, cohesion, goal clarity, goal difficulty, and support for creativity. A model of leadership was developed illustrating the relationship of leadership, effectiveness, and these mediating variables. Analysis of the survey responses revealed that transformational leadership was significantly more highly correlated with effectiveness that was transactional leadership. The five mediating variables were found to influence effectiveness in differing degrees. Two of the variables were dropped from the model because of multicollinearity involving goal difficulty and a very low coefficient on the variable goal clarity. The final leadership model involved the variables feedback, cohesion, and support for creativity. These variables were related most strongly to effectiveness of the variables studied.
Document Details
- Document Type
- Technical Report
- Publication Date
- Sep 01, 1988
- Accession Number
- ADA201467
Entities
People
- Jeffrey S. Carstens
Organizations
- Air Force Institute of Technology