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|Title: ||Correlation of Supervisory Leadership Dimensions with Intelligence, Temperaments, and Interpersonal Values|
|Authors: ||Lasiste - Manalang, Honeylet|
|Keywords: ||supervisory leadership dimensions|
structure leadership dimension
consideration leadership dimension
|Issue Date: ||Apr-2008 |
|Abstract: ||7.1 SUMMARY
This research is about the correlation of supervisory leadership dimensions, namely Consideration and Structure with intelligence, temperaments, and interpersonal values of Philippine Military Academy graduating cadets according to the three (3) branches of service (Army, Navy, and Air Force). The research data used in this study was obtained from the psychological tests (Leadership Opinion Questionnaire, Culture Fair Tests, Guilford-Zimmerman Temperament Survey, and Survey of Interpersonal Values) conducted to PMA Class 2007 in line with their neuro-psychiatric screening prior to their commissionship to the Armed Forces of the Philippines as regular officers. The screening is part of the assessment related to being psychologically fit to graduate from the academy.
The aim of this research is to find out if there is a significant relationship between the Structure and Consideration leadership dimensions with intelligence, temperaments, and interpersonal values. It also intends to determine the degree as well as the direction of the relationship of the supervisory leadership dimensions with intelligence, temperaments, and interpersonal values
Research data was analyzed through the use of the Pearson Product Moment Correlation (r). Through the use of this method, the correlation coefficients were obtained from two (2) sets of score: variable one (2) being the Structure and Consideration leadership dimensions and Variable two (2) being the intelligence, temperaments and interpersonal values scores. The obtained correlation coefficients were compared to find out significant trends and differences with regards to the relationship of Baguio City; supervisory leadership dimensions with the variables namely intelligence, temperaments, and interpersonal values among the three (3) branches of service.
7.2 SUMMARY OF FINDINGS/CONCLUSION
The supervisory leadership dimensions namely Structure and Consideration appears to have a weak connection with intelligence. Research findings show that for the Army and Navy respondents, there is no significant correlation between the supervisory leadership dimensions namely Consideration and Structure with intelligence. On the other hand, for the Air Force, the Consideration leadership dimension did not correlate with intelligence only the Structure leadership dimension correlated with intelligence. Based on the research outcome from the Air Force, the hypothesis that the supervisory leadership dimensions specifically the Structure dimension is correlated with intelligence is accepted. The moderate correlation of the Structure leadership dimension with intelligence is in the negative direction. This means that a relatively average cognitive ability corresponds to a higher inclination towards the Structure leadership dimension. However, research findings also indicate that the implied moderate negative correlation between the Structure leadership dimension and intelligence for the Air Force seems to be moderated by the nature and structure of the task intrinsic in the Air Force. Hence, the inclination for the Structure leadership dimension seems caused by the repetitive or habitual nature of the task of the Air Force and is not directly influenced by the intellectual ability of the individual. The obtained inversed correlation between intelligence and the Structure leadership dimension as well as the indirect influence of intelligence wit the Structure leadership dimension
The findings on the correlation of supervisory leadership dimensions namely Consideration and Structure with temperaments indicated substantial number of insignificant correlations between the supervisory leadership dimensions with temperaments according to the three branches of service. A minimal number of significant correlations that were noted are from the Army, where the Structure supervisory leadership dimension has a weak positive correlation with the temperament on thoughtfulness. For the Air Force, the Structure leadership dimension has a moderate negative correlation with the temperament on friendliness. While for the Navy group, no significant correlations between the supervisory leadership dimensions with different temperaments was established.
Lastly, for both the Army and the Air Force, no correlations were established between the Consideration and Structure supervisory leadership dimensions with the interpersonal values. However, some positive correlations obtained were reflected solely by the Navy group. Findings from the Navy indicated that the Structure leadership dimension has a moderate negative correlation with the interpersonal value on independence while it also has a moderate positive correlation with the interpersonal value on leadership. On the other hand, the Consideration leadership dimension of the Navy group has no significant correlation with the interpersonal values.
In view of the above findings and conclusions, the following are recommended:
a. A thorough review of the Neuro-psychological (NP) tools being used during the commissionship screening is essential to be able to respond and strengthen the aim of evaluating and selecting the future leaders of our nation.
b. Leadership appraisal during commissionship screening should be designed to evaluate an individual’s potential for leadership; on the contrary, it should not serve to delimit his capability for a leadership position. Hence, other leadership measures like peer-rating and supervisor’s evaluation must also be considered during the commissionship screening procedure to augment the leadership evaluation process.
c. A standardized procedure for leadership screening of cadets should be objectively conducted through the use of psychological examinations with local norms.
d. The conduct of leadership development activities like workshops, orientation seminars, and trainings should supplement and reinforce the leadership program of the academy. This could likewise serve as additional exposure and learning avenue for the cadets.
e. Leadership appears to have a weak connection with intelligence; hence, the leadership potential of an individual can be developed through extensive leadership training.
f. Finally, a perceived limitation of this research is the use of a restricted sample population which was composed primarily of the cadets of the Philippine Military Academy; a similar study may be conducted on a wider scope, including a comparative study among various groups coming from the industrial setting, school setting, and military setting.|
|Description: ||Thesis (M.S. : Psychology). -- Saint Louis University, Baguio City, 2008.|
|Appears in Collections:||School of Humanities|
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