Date of Conferral

5-25-2024

Date of Award

May 2024

Degree

Doctor of Social Work (DSW)

School

Social Work

Advisor

Thomas McLaughlin

Abstract

One of the problems in the field of social work leadership is the lack of a theoretical framework to guide its practice. Bass' transformational leadership theory (TFL) offers a framework for the field of social work leadership. However, the Veterans Health Administration (VHA), the largest employer of social workers in the United States, has not examined TFL skills with its social work leaders nor its effect on employee job satisfaction. This quantitative, cross-sectional, web-based study was designed to bridge the gap between social work leadership practice and leadership theory. The Multifactor Leadership Questionnaire (MLQ) survey was administered to 26 VHA social work chiefs and executives and 161 of their subordinates who rated their leaders. The results of the MLQ were compared to subordinate social worker's level of employee job satisfaction. Results to measure relationships between TFL, transactional leadership, and passive-avoidant scores (the full-range leadership theory) to employee satisfaction scores were analyzed using bivariate correlational analysis. The results indicated that subjects are using TFL skills to a large degree and also that they perceive themselves as using TFL skills to a larger degree than they actually do. Although positively related, there was no statistical differences in the level of TFL and employee job satisfaction. A strong and negative statistically significant difference between the transactional leadership style and employee job satisfaction was also found. Social work leaders in the United States may benefit from this study's results through an empirical understanding of how using TFL leadership may enhance their leadership practice, thereby advancing positive social change.

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