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|a HD6280.C65 2006_CollinsMary |2 BU-Local |
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|a Collins, Mary Frances Hair. |
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|a Harnessing Pygmalion in reverse : the effect of older workers' expectations on their younger supervisors' leadership behavior |h [electronic resource]. |
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|a Miami, Fla. : |b Barry University, |c 2006. |
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|a xii, 103 leaves ; |c 28 cm |
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|a Barry University Dissertations -- School of Education. |
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|a Thesis (Ph.D.)--Barry University, 2006. |
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|a Includes bibliographical references (leaves 85-93). |
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|a Copyright Mary Frances H. Collins. Permission granted to Barry University to digitize, archive and distribute this item for non-profit research and educational purposes. Any reuse of this item in excess of fair use or other copyright exemptions requires permission of the copyright holder. |
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|a Purpose: Current demographic trends show the workforce is growing older as a group and the proportion of younger supervisors is increasing. Although negative stereotypes exist about older workers, research supports their positive attributes. Changing demographics have created a need for additional studies of VDL, LMX, and relational demography. Studies of the Pygmalion effect and Pygmalion in reverse can also contribute to our understanding of age-reversed work relationships. Research confirms the mutual effects of supervisory expectations and subordinate expectations. Considering the positive attributes of older workers, they may have high expectations of their younger supervisors. The purpose of this research study is to determine if older workers have higher expectations than younger workers of their younger supervisor, thus eliciting more effective leadership behaviors. Method : This study measured the differences between the workers’ expectations and the supervisors’ leadership behavior among four categories: (1) older worker-younger supervisor; (2) older worker-older supervisor; (3) younger worker-younger supervisor; and, (4) younger worker-older supervisor. Workers’ expectations were measured by administering the new General Self-Efficacy Scale (Chen, Gully, & Eden, 2001) and the Leadership Effectiveness Instrument (Gurie, 2002). Leadership behavior was measured by administering the Leadership Practices Inventory-Observer (LPI-O) (Kouzes and Posner, 2003). Leadership qualities measured by Kouzes and Posner’s LPI-O are: 1) propensity to seek out challenges; 2) enlist others to follow their vision; 3) create an atmosphere of trust and mutual respect; 4) set an example for others to follow and create opportunities for victory; and (5) encourage others by recognizing contributions and celebrating their accomplishments. Factor analysis was conducted on leadership behavior, subordinate expectations, and subordinate self-efficacy. ANOVA (Hair et al., 2006) was used to examine the relationships among the instruments measuring leadership expectations, self-efficacy and leadership behaviors. Chi-square and ANOVA were used to examine the workers’ demographic attributes of age, gender, tenure and educational background. The research questionnaires were administered by a survey research firm via Internet to workers who were employed in a business environment that employed 100 or more employees. The research focused on supervisor-subordinate dyads in the workplace. This research focused on older workers with a younger supervisor compared to younger workers with a younger supervisor. For purposes of this research, the older worker was defined as a worker age 50 or above and the younger supervisor was defined as age 39 or below. Major Findings : The major findings of this research study for the population surveyed were that older workers did not expect more than younger workers expected from their younger supervisors, older workers did not rate their younger supervisors’ leadership behavior significantly different than younger workers did, the workers’ self-efficacy did contribute to their perception of their younger supervisors’ leadership behavior, and the demographic attributes of age, gender, worker tenure, and educational level did not contribute to the workers’ perception of the leadership behavior of their younger supervisors. This research study did not confirm the researcher’s hypothesis that older workers have higher expectations than do younger workers of their younger supervisor, thus harnessing Pygmalion in reverse and bringing about better leadership behavior from their supervisor. However, the researcher believes that this research study will lead to further scholarly research of the reverse Pygmalion effect in the older worker-younger supervisor dyad and add to the body of knowledge in the areas of the older worker and supervisor-subordinate dyadic relationships in the workplace. |
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|a Electronic reproduction. |c Barry University, |d 2020. |f (Barry University Digital Collections) |n Mode of access: World Wide Web. |n System requirements: Internet connectivity; Web browser software. |
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|a Barry University Archives and Special Collections. |
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|a Age and employment |x United States. |
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|a Older people |x Employment |x United States. |
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|a Supervision of employees |x United States. |
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|a Leadership |x United States. |
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|a Personnel management |x United States. |
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|a Barry University Digital Collections. |
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|a Theses and Dissertations. |
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|a BUDC |c Theses and Dissertations |
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|u http://sobekcmsrv.barrynet.barry.edu/AA00001263/00001 |y Click here for full text |
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|a https:/budc.barry.edu/content/AA/00/00/12/63/00001/HD6280_C65 2006_CollinsMarythm.jpg |
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|a Theses and Dissertations |
