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Full -range leadership and continuous quality improvement within the Nebraska Department of Correctional Services
This study examines Full Range Leadership, and the quality initiative within the Nebraska Department of Correctional Services by surveying eight institutions with the Multifactor Leadership Questionnaire Form 5X (MLQ5X) and the Workplace Interaction Survey. Research questions examined what type of full range leaders were most common difference between the roles of security and unit management/treatment staff and (MLQ5X) mean scores, relationships if any, between (MLQ5X) mean scores, and (MLQ5X) outcome variables, and relationships if any, between citizenship behavior and individual work motivation as indicated by the Workplace Interaction Survey. ^ 453 employees in eight institutions were sent the MLQ5X Rater Forms to rate their leader. A total of 261 raters responded, providing a response rate of 58 percent. ^ 842 Workplace Interaction Surveys (WIS) were randomly sent to a variety of employees throughout the eight institutions. A total of 434 Workplace Interaction Surveys (WIS) were returned, providing a response rate of 52 percent. Only 370 observations were used as 64 cases were omitted due to missing values. ^ Results produced five categories by leadership type, consisting of 28 transformational, 51 transactional, and 7 non transactional leaders, 157 unclassified meaning they did not reach the scoring level for any full range leadership style, and 18 individuals were placed in the mixed category, as their scores could have placed them in at least two full range leadership styles. ^ MLQ5X subscale mean scores between the two roles of security/custody and unit management/treatment were very close in all five leadership types. All transformational leadership MLQ5X subscales showed strong correlation with the MLQ5X organizational outcomes of extra effort, effectiveness, and satisfaction. ^ The Workplace Interaction Survey (WIS) showed low to moderate correlation between citizenship behavior and individual work motivation. The majority of the subscales in both organizational outcomes of citizenship behavior and individual work motivation showed significant correlation with each other. ^ This study hopefully provides greater insight into the arena of correctional leadership and quality improvement initiatives, so greatly needed. ^
Political Science, Public Administration|Sociology, Criminology and Penology
Eggers, John Thomas, "Full -range leadership and continuous quality improvement within the Nebraska Department of Correctional Services" (2001). ETD collection for University of Nebraska - Lincoln. AAI3028656.