Date of Conferral

2022

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Gregory Campbell

Abstract

As the field of probation service work evolves, so does the role of the probation officer. The problem addressed in this study is that probation officers are experiencing more complexities related to job satisfaction, however there exists limited amount of research on probation leadership and probation officers overall job satisfaction. The purpose of this quantitative study was to investigate whether there is a relationship between the level of job satisfaction of probation officers and supervisors' transformational leadership style. Malsow's hierarchy of need theory and Bass and Avolio's full-range leadership model was utilized as the theoretical framework for the research. The independent variables were (a) Idealized Influence Attributed (IIA), (b) Idealized Influence Behavioral (IIB), (c) Inspirational Motivation (IM), (d) Intellectual Stimulation (IS), and (e) Individualized Consideration (IC). The dependent variable was job satisfaction. The study survey consisting of a demographic questionnaire, Multi-factor Leadership Questionnaire (MLQ), and the Job in General (JIG), questionnaire. One hundred thirty-six probation officers participated in the internet study. Participants were members of the same Professional Association. Spearman's Correlation Statistic and multiple linear regression analyses were performed to test the hypotheses. Findings showed there was a statistically significant, moderate or strong positive correlation between perceived transformational leadership style of the supervisor and self-reported job satisfaction. Implications for positive social change include enhanced knowledge and leadership skills which may aid in producing more positive outcomes on probation officers job satisfaction.

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