36th Annual Student Research Conference
Liking and Leading: Leadership Styles and their Effectiveness, Well-Being, and Degree of Liking
Addison McGrath
Dr. Katie Judd, Faculty Mentor
The initial study sought to examine leadership styles and their relationship with well-being, as well as the degree to which employees like or favor their employer. The hypotheses were that, first, transformational leadership would be positively correlated with well-being, while transactional leadership would be negatively correlated with well-being. Secondly, we hypothesized that well-being would be positively correlated with the level of liking towards the employer. Analyses showed no significance between well-being and any other factors, meaning neither of the hypotheses were supported. However, there was significance in the relationship between the degree of liking and leadership styles. A laissez-faire leadership style was less likely to be well-liked, while a transformational leadership style was more likely to be well-liked. To expand on this, the current study explores the relationships between leadership styles, degree of liking, and effectiveness in order to provide background information and context for the aforementioned correlation.
Keywords: psychology, well-being, liking, leadership, effectiveness, transformational leadership, transactional leadership, laissez-faire leadership
Topic(s):Psychology
Presentation Type: Poster Presentation
Session: 2-6
Location: Student Union Building Activities Room
Time: 3:00