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|Title:||CEO Affective Well-being and Transformational Leadership|
|Abstract:||The aim of this research was to explore the links between demographic predictors and affective well-being on Chief Executives Officers (CEO) Transformational Leadership behaviour. The primary hypothesis of the study was to test self-reported CEO work well-being including anxiety-comfort, depression-pleasure, boredom-enthusiasm, tiredness-vigour and anger-placid being associated with frequency of colleague-reported Transformational Leadership behaviour. Twenty CEO‟s participated in a survey design. This included completing the Affective Well-Being Scale and nominating direct reports to complete the Global Transformational Leadership Questionnaire. A correlational analysis found a moderately positive relationship between CEO role tenure and positive affective well-being (38.8% variation explained). A moderate negative correlation between organisation size and negative affective well-being (21.8% variation explained) was also found. Unexpectedly, weekly working hours was moderately positively associated with transformational leadership (18.4% variation explained). Positive affective well-being and transformational leadership were found to be approaching significant (2% variation explained) to which further in-depth research and analysis is required to verify this effect. The results indicate that individuals entering new CEO roles, particularly in larger businesses may find it constructive to improve/sustain their positive work well-being for role longevity and especially when looking to be a transformational leader for the organisation. Research limitations and areas for ongoing research are also discussed.|
|Rights:||© the author, 2011|
|Description:||The full text of this dissertation is available only to University of Leicester members. Please log in with your CFS username and password when prompted.|
|Appears in Collections:||Masters' Dissertations, School of Psychology|
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