{"id":{"repo_id":"siu-theses","oai_identifier":"oai:opensiuc.lib.siu.edu:dissertations-1306"},"canonical_url":"https://search.dev.ndltd.org/etd/siu-theses/oai:opensiuc.lib.siu.edu:dissertations-1306","repository":{"repo_id":"siu-theses","name":"Southern Illinois University","base_url":"https://opensiuc.lib.siu.edu/do/oai/"},"display":{"title":"MEASUREMENT AND PREDICTION OF LEADERSHIP EFFECTIVENESS BASED ON ATTRIBUTES","abstract":"The purpose of the study was to investigate any relationship between an established group of senior military officers' leadership styles and their personal values as a predictor of future effective leadership. The study evaluated the relationship between Nelson's (1989) 80-item Personal Values Profile (PVP) and Bass and Avolio's (2004) full-range leadership model (MLQ 5X) as a means to predict effective leadership. The respondents to the surveys were a unique sample of convenience consisting of 1978 graduates of the United States Naval Academy who had spent 30 years as officers in either the U.S. Navy or U.S. Marine Corps. The results of the MLQ 5X indicated that the group of career military officers scored higher than Bass and Avolio's normative group in seven of the nine leadership styles and in all three of the leadership outcomes. The two leadership styles in which the career military officers scored lower than the normative group were in the passive-avoidant or non-leadership categories. This sample group scored higher than the normative group in every category of transactional leadership styles as well as in every category of transformational leadership styles. Linear regression analysis of the full-range leadership model against the Personal Values Profile identified a moderate predictor of effective leadership based on personal values when transactional leadership and transformational leadership were combined. A second predictor for effective leadership was found when only transformational leadership was evaluated.","abstract_html":"The purpose of the study was to investigate any relationship between an established group of senior military officers' leadership styles and their personal values as a predictor of future effective leadership. The study evaluated the relationship between Nelson's (1989) 80-item Personal Values Profile (PVP) and Bass and Avolio's (2004) full-range leadership model (MLQ 5X) as a means to predict effective leadership. The respondents to the surveys were a unique sample of convenience consisting of 1978 graduates of the United States Naval Academy who had spent 30 years as officers in either the U.S. Navy or U.S. Marine Corps. The results of the MLQ 5X indicated that the group of career military officers scored higher than Bass and Avolio's normative group in seven of the nine leadership styles and in all three of the leadership outcomes. The two leadership styles in which the career military officers scored lower than the normative group were in the passive-avoidant or non-leadership categories. This sample group scored higher than the normative group in every category of transactional leadership styles as well as in every category of transformational leadership styles. Linear regression analysis of the full-range leadership model against the Personal Values Profile identified a moderate predictor of effective leadership based on personal values when transactional leadership and transformational leadership were combined. A second predictor for effective leadership was found when only transformational leadership was evaluated.","abstract_has_math":false,"creators":["Hovatter, Thomas W."],"institution":null,"degree_name":"Doctor of Philosophy","degree_level":"Campus Only Dissertation","degree_discipline":"Workforce Education and Development","degree_department":null,"school":null,"contributors":["Putnam, Alvin"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2009,"date_issued":"2009-01-01T08:00:00Z","date_published":"2009-01-01T08:00:00Z","updated_at":"2026-07-24T04:33:39Z","subjects":["effective leadership","full-range leadership","Multifactor Leadership Questionnaire","Personal Values Profile","transactional leadership","transformational leadership"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://opensiuc.lib.siu.edu/dissertations/306","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Putnam, Alvin"]},{"key":"dc:creator","label":"Author","values":["Hovatter, Thomas W."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"thesis:degree_discipline","label":"Discipline","values":["Workforce Education and Development"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Campus Only Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Philosophy"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["effective leadership","full-range leadership","Multifactor Leadership Questionnaire","Personal Values Profile","transactional leadership","transformational leadership"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://opensiuc.lib.siu.edu/dissertations/306"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The purpose of the study was to investigate any relationship between an established group of senior military officers' leadership styles and their personal values as a predictor of future effective leadership. The study evaluated the relationship between Nelson's (1989) 80-item Personal Values Profile (PVP) and Bass and Avolio's (2004) full-range leadership model (MLQ 5X) as a means to predict effective leadership. The respondents to the surveys were a unique sample of convenience consisting of 1978 graduates of the United States Naval Academy who had spent 30 years as officers in either the U.S. Navy or U.S. Marine Corps. The results of the MLQ 5X indicated that the group of career military officers scored higher than Bass and Avolio's normative group in seven of the nine leadership styles and in all three of the leadership outcomes. The two leadership styles in which the career military officers scored lower than the normative group were in the passive-avoidant or non-leadership categories. This sample group scored higher than the normative group in every category of transactional leadership styles as well as in every category of transformational leadership styles. Linear regression analysis of the full-range leadership model against the Personal Values Profile identified a moderate predictor of effective leadership based on personal values when transactional leadership and transformational leadership were combined. A second predictor for effective leadership was found when only transformational leadership was evaluated."]},{"key":"dc:title","label":"Title","values":["MEASUREMENT AND PREDICTION OF LEADERSHIP EFFECTIVENESS BASED ON ATTRIBUTES"]}]}],"canonical_facts":{"dc:contributor":["Putnam, Alvin"],"dc:creator":["Hovatter, Thomas W."],"dc:description.abstract":["The purpose of the study was to investigate any relationship between an established group of senior military officers' leadership styles and their personal values as a predictor of future effective leadership. The study evaluated the relationship between Nelson's (1989) 80-item Personal Values Profile (PVP) and Bass and Avolio's (2004) full-range leadership model (MLQ 5X) as a means to predict effective leadership. The respondents to the surveys were a unique sample of convenience consisting of 1978 graduates of the United States Naval Academy who had spent 30 years as officers in either the U.S. Navy or U.S. Marine Corps. The results of the MLQ 5X indicated that the group of career military officers scored higher than Bass and Avolio's normative group in seven of the nine leadership styles and in all three of the leadership outcomes. The two leadership styles in which the career military officers scored lower than the normative group were in the passive-avoidant or non-leadership categories. This sample group scored higher than the normative group in every category of transactional leadership styles as well as in every category of transformational leadership styles. Linear regression analysis of the full-range leadership model against the Personal Values Profile identified a moderate predictor of effective leadership based on personal values when transactional leadership and transformational leadership were combined. A second predictor for effective leadership was found when only transformational leadership was evaluated."],"dc:identifier":["https://opensiuc.lib.siu.edu/dissertations/306"],"dc:subject":["effective leadership","full-range leadership","Multifactor Leadership Questionnaire","Personal Values Profile","transactional leadership","transformational leadership"],"dc:title":["MEASUREMENT AND PREDICTION OF LEADERSHIP EFFECTIVENESS BASED ON ATTRIBUTES"],"thesis:degree_discipline":["Workforce Education and Development"],"thesis:degree_level":["Campus Only Dissertation"],"thesis:degree_name":["Doctor of Philosophy"]},"updated_at":"2026-07-24T04:33:39Z"}