{"id":{"repo_id":"alabama","oai_identifier":"oai:ir.ua.edu:123456789/16643"},"canonical_url":"https://search.dev.ndltd.org/etd/alabama/oai:ir.ua.edu:123456789/16643","repository":{"repo_id":"alabama","name":"University of Alabama","base_url":"https://ir-api.ua.edu/oai/request"},"display":{"title":"Exploring the Relationship Between Perceived Chief Advancement Officer Leadership Style and Job Satisfaction of Higher Education Major Gift Officers","abstract":"Higher education advancement secures financial resources necessary for institutional mission fulfillment as state appropriations dwindle. Philanthropic support sustains growth of colleges and universities. Despite its importance, leadership of chief advancement officers (CAOs) and dynamics of advancement teams remain underexplored in the literature. High turnover rates among major gift officers (MGOs) disrupt donor relationships and decrease fundraising effectiveness, making job satisfaction and retention important to study. This study investigates the relationship between perceived leadership behaviors of CAOs and job satisfaction of MGOs at public, 4-year Carnegie R1 institutions in the southeast United States. Through a quantitative research design utilizing Avolio and Bass’s Full Range Leadership Theory and its accompanying Multifactor Leadership Questionnaire (MLQ) and Spector’s Job Satisfaction Survey (JSS), MGOs' perceptions of their CAO’s leadership behaviors and their own job satisfaction were assessed. The study provides insights to improve advancement leadership practices and retain MGOs pivotal to achieving institutional fundraising goals by exploring which specific transformational, transactional, and passive avoidant leadership behaviors impact job satisfaction.Transformational leadership behaviors, particularly Inspirational Motivation, were significant in enhancing MGO job satisfaction. Individualized consideration and intellectual stimulation are important for MGO job satisfaction. Conversely, passive avoidant leadership behaviors are associated with lower job satisfaction. Transactional leadership behaviors, visible in fundraising metrics, do not significantly predict job satisfaction.The study explored the impact of demographic factors such as gender, race, and years of service on job satisfaction. Male MGOs reported higher satisfaction levels compared to their female counterparts. Job satisfaction among MGOs decreased as years of service at the current institution increased, highlighting the need for targeted retention strategies for long-tenured employees.Transformational leadership is important in fostering a fulfilling and satisfying work environment for MGOs. CAOs who effectively communicate a compelling vision for the future and provide individualized support for development are more likely to retain satisfied and high-performing MGOs. Overall, this study provides valuable insights for CAOs and institutional leaders aiming to create a supportive and engaging work environment for MGOs in all career stages. The findings align with previous studies on transformational leadership and job satisfaction, reinforcing theoretical applicability in higher education advancement.","abstract_html":"Higher education advancement secures financial resources necessary for institutional mission fulfillment as state appropriations dwindle. Philanthropic support sustains growth of colleges and universities. Despite its importance, leadership of chief advancement officers (CAOs) and dynamics of advancement teams remain underexplored in the literature. High turnover rates among major gift officers (MGOs) disrupt donor relationships and decrease fundraising effectiveness, making job satisfaction and retention important to study. This study investigates the relationship between perceived leadership behaviors of CAOs and job satisfaction of MGOs at public, 4-year Carnegie R1 institutions in the southeast United States. Through a quantitative research design utilizing Avolio and Bass’s Full Range Leadership Theory and its accompanying Multifactor Leadership Questionnaire (MLQ) and Spector’s Job Satisfaction Survey (JSS), MGOs' perceptions of their CAO’s leadership behaviors and their own job satisfaction were assessed. The study provides insights to improve advancement leadership practices and retain MGOs pivotal to achieving institutional fundraising goals by exploring which specific transformational, transactional, and passive avoidant leadership behaviors impact job satisfaction.Transformational leadership behaviors, particularly Inspirational Motivation, were significant in enhancing MGO job satisfaction. Individualized consideration and intellectual stimulation are important for MGO job satisfaction. Conversely, passive avoidant leadership behaviors are associated with lower job satisfaction. Transactional leadership behaviors, visible in fundraising metrics, do not significantly predict job satisfaction.The study explored the impact of demographic factors such as gender, race, and years of service on job satisfaction. Male MGOs reported higher satisfaction levels compared to their female counterparts. Job satisfaction among MGOs decreased as years of service at the current institution increased, highlighting the need for targeted retention strategies for long-tenured employees.Transformational leadership is important in fostering a fulfilling and satisfying work environment for MGOs. CAOs who effectively communicate a compelling vision for the future and provide individualized support for development are more likely to retain satisfied and high-performing MGOs. Overall, this study provides valuable insights for CAOs and institutional leaders aiming to create a supportive and engaging work environment for MGOs in all career stages. The findings align with previous studies on transformational leadership and job satisfaction, reinforcing theoretical applicability in higher education advancement.","abstract_has_math":false,"creators":["Burke, Jamie"],"institution":"University of Alabama Libraries","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Bryan, Ross","Johnson, Tonjanita","Major, Claire","Parker, Pam"],"advisors":["Hardy, David"],"committee_chairs":[],"committee_members":[],"year":2025,"date_issued":"2025","date_published":"2025","updated_at":"2026-07-27T18:44:07Z","subjects":["chief advancement officers","institutional advancement","major gift fundraising","philanthropy","transactional leadership","transformational leadership"],"languages":["en_US","English"],"rights":["All rights reserved by the author unless otherwise indicated."],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["1138804"],"render_values":[{"text":"1138804","href":null,"code":true}]}]},"links":{"outbound_url":"https://ir.ua.edu/handle/123456789/16643","outbound_label":"Repository record","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Bryan, Ross","Johnson, Tonjanita","Major, Claire","Parker, Pam"]},{"key":"dc:contributor.advisor","label":"Advisor","values":["Hardy, David"]},{"key":"dc:creator","label":"Author","values":["Burke, Jamie"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2025-06-10T16:32:00Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2025-06-10T16:32:00Z"]},{"key":"dc:date.issued","label":"Date","values":["2025"]},{"key":"dc:publisher","label":"Institution","values":["University of Alabama Libraries"]},{"key":"dc:type","label":"Dc Type","values":["thesis","text"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["chief advancement officers","institutional advancement","major gift fundraising","philanthropy","transactional leadership","transformational leadership"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English"]},{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]},{"key":"dc:rights","label":"Dc Rights","values":["All rights reserved by the author unless otherwise indicated."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["1138804"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://ir.ua.edu/handle/123456789/16643"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Electronic Thesis or Dissertation"]},{"key":"dc:description.abstract","label":"Abstract","values":["Higher education advancement secures financial resources necessary for institutional mission fulfillment as state appropriations dwindle. Philanthropic support sustains growth of colleges and universities. Despite its importance, leadership of chief advancement officers (CAOs) and dynamics of advancement teams remain underexplored in the literature. High turnover rates among major gift officers (MGOs) disrupt donor relationships and decrease fundraising effectiveness, making job satisfaction and retention important to study. This study investigates the relationship between perceived leadership behaviors of CAOs and job satisfaction of MGOs at public, 4-year Carnegie R1 institutions in the southeast United States. Through a quantitative research design utilizing Avolio and Bass’s Full Range Leadership Theory and its accompanying Multifactor Leadership Questionnaire (MLQ) and Spector’s Job Satisfaction Survey (JSS), MGOs' perceptions of their CAO’s leadership behaviors and their own job satisfaction were assessed. The study provides insights to improve advancement leadership practices and retain MGOs pivotal to achieving institutional fundraising goals by exploring which specific transformational, transactional, and passive avoidant leadership behaviors impact job satisfaction.Transformational leadership behaviors, particularly Inspirational Motivation, were significant in enhancing MGO job satisfaction. Individualized consideration and intellectual stimulation are important for MGO job satisfaction. Conversely, passive avoidant leadership behaviors are associated with lower job satisfaction. Transactional leadership behaviors, visible in fundraising metrics, do not significantly predict job satisfaction.The study explored the impact of demographic factors such as gender, race, and years of service on job satisfaction. Male MGOs reported higher satisfaction levels compared to their female counterparts. Job satisfaction among MGOs decreased as years of service at the current institution increased, highlighting the need for targeted retention strategies for long-tenured employees.Transformational leadership is important in fostering a fulfilling and satisfying work environment for MGOs. CAOs who effectively communicate a compelling vision for the future and provide individualized support for development are more likely to retain satisfied and high-performing MGOs. Overall, this study provides valuable insights for CAOs and institutional leaders aiming to create a supportive and engaging work environment for MGOs in all career stages. The findings align with previous studies on transformational leadership and job satisfaction, reinforcing theoretical applicability in higher education advancement."]},{"key":"dc:format.medium","label":"Dc Format Medium","values":["electronic"]},{"key":"dc:format.mimetype","label":"Dc Format Mimetype","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Exploring the Relationship Between Perceived Chief Advancement Officer Leadership Style and Job Satisfaction of Higher Education Major Gift Officers"]}]}],"canonical_facts":{"dc:contributor":["Bryan, Ross","Johnson, Tonjanita","Major, Claire","Parker, Pam"],"dc:contributor.advisor":["Hardy, David"],"dc:creator":["Burke, Jamie"],"dc:date.accessioned":["2025-06-10T16:32:00Z"],"dc:date.available":["2025-06-10T16:32:00Z"],"dc:date.issued":["2025"],"dc:description":["Electronic Thesis or Dissertation"],"dc:description.abstract":["Higher education advancement secures financial resources necessary for institutional mission fulfillment as state appropriations dwindle. Philanthropic support sustains growth of colleges and universities. Despite its importance, leadership of chief advancement officers (CAOs) and dynamics of advancement teams remain underexplored in the literature. High turnover rates among major gift officers (MGOs) disrupt donor relationships and decrease fundraising effectiveness, making job satisfaction and retention important to study. This study investigates the relationship between perceived leadership behaviors of CAOs and job satisfaction of MGOs at public, 4-year Carnegie R1 institutions in the southeast United States. Through a quantitative research design utilizing Avolio and Bass’s Full Range Leadership Theory and its accompanying Multifactor Leadership Questionnaire (MLQ) and Spector’s Job Satisfaction Survey (JSS), MGOs' perceptions of their CAO’s leadership behaviors and their own job satisfaction were assessed. The study provides insights to improve advancement leadership practices and retain MGOs pivotal to achieving institutional fundraising goals by exploring which specific transformational, transactional, and passive avoidant leadership behaviors impact job satisfaction.Transformational leadership behaviors, particularly Inspirational Motivation, were significant in enhancing MGO job satisfaction. Individualized consideration and intellectual stimulation are important for MGO job satisfaction. Conversely, passive avoidant leadership behaviors are associated with lower job satisfaction. Transactional leadership behaviors, visible in fundraising metrics, do not significantly predict job satisfaction.The study explored the impact of demographic factors such as gender, race, and years of service on job satisfaction. Male MGOs reported higher satisfaction levels compared to their female counterparts. Job satisfaction among MGOs decreased as years of service at the current institution increased, highlighting the need for targeted retention strategies for long-tenured employees.Transformational leadership is important in fostering a fulfilling and satisfying work environment for MGOs. CAOs who effectively communicate a compelling vision for the future and provide individualized support for development are more likely to retain satisfied and high-performing MGOs. Overall, this study provides valuable insights for CAOs and institutional leaders aiming to create a supportive and engaging work environment for MGOs in all career stages. The findings align with previous studies on transformational leadership and job satisfaction, reinforcing theoretical applicability in higher education advancement."],"dc:format.medium":["electronic"],"dc:format.mimetype":["application/pdf"],"dc:identifier.other":["1138804"],"dc:identifier.uri":["https://ir.ua.edu/handle/123456789/16643"],"dc:language":["English"],"dc:language.iso":["en_US"],"dc:publisher":["University of Alabama Libraries"],"dc:rights":["All rights reserved by the author unless otherwise indicated."],"dc:subject":["chief advancement officers","institutional advancement","major gift fundraising","philanthropy","transactional leadership","transformational leadership"],"dc:title":["Exploring the Relationship Between Perceived Chief Advancement Officer Leadership Style and Job Satisfaction of Higher Education Major Gift Officers"],"dc:type":["thesis","text"]},"updated_at":"2026-07-27T18:44:07Z"}