Date of Conferral

2023

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Irene A. Williams

Abstract

Poor employee performance can have adverse effects on business outcomes. Business leaders are concerned with poor performance, which can minimize profitability and negatively impact business sustainability. Grounded in the Situational Leadership II® model, the purpose of this quantitative correlational study was to examine the relationship between situational leadership style flexibility, effectiveness, and employee performance as perceived by employees, controlling for employee gender, job location, and tenure. A random sample of 99 technology company employees completed the Leader Behavior Analysis II®– Other and the Employee Job Performance measurement tools. Using hierarchical multilinear regression, employee gender, job location, and tenure were entered in block 1, explaining 18.4% of the variance in employee performance. Adding situational leadership style flexibility and effectiveness in block 2 accounted for 4.9% of the variation in employee performance, F change (2, 88) = 2.795, p >.05, but did not significantly improve the prediction. However, the final regression model, as a whole, was able to significantly predict employee performance with job location (NJ) (B = -.251, t = -1.968, p = .05), employee tenure (10 years– <20 years) (B = .367, t = 2.414, p < .05), and situational leadership style flexibility (B = -.024, t = -2.210, p < .05) as the only significant contributors to the model. A key recommendation is that business leaders compare work differences between the four states. The implications for positive social change include the potential to meet employees’ needs, potentially improve their work performances, and provide economic stability.

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