Date of Conferral







David Kriska


Previous research has indicated that the path-goal theory is an effective way to study leadership behavior; however, a gap exists in the literature with respect to its achievement-oriented and participative leadership dimensions in high-tech organizations. In this quantitative study, the effects of a core values intervention on the four leadership dimensions of House's path-goal theory were evaluated at a semiconductor manufacturer with a focus on the differences between supervisors and non-supervisory personnel. Data were gathered from the validated, company-developed Corporate Culture Survey that was administered pre and post intervention. Data were also gathered from a categorization task that sorted the Corporate Culture Survey items into leadership dimensions to form the dependent measures. ANOVA was used to determine whether significant changes in perceptions of leadership behavior by supervisors and non-supervisory personnel occurred on House's four leadership dimensions as a result of the values intervention. Results of a two-way ANOVA on the directive supervision subscale show an interaction between the pre-post intervention factor and supervisors/non-supervisory factor in addition to a main effect for the pre-post intervention factor. Analysis of the simple effects for directive leadership shows a significant pre-post intervention gain on mean score for non-supervisory personnel. Implications for social change include recognizing perceptions of enhanced directive leadership that can help remove manufacturing interruptions to increase productivity and decrease costs.