Assertiveness and leadership perceptions : the role of gender and leader-member exchange

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dc.contributor.authorLazenby, Corie-Lee
dc.contributor.authorUniversity of Lethbridge. Faculty of Management
dc.contributor.supervisorAnsari, Mahfooz A.
dc.date.accessioned2015-08-14T16:25:41Z
dc.date.available2015-08-14T16:25:41Z
dc.date.issued2015
dc.degree.levelMastersen_US
dc.description.abstractThis study extends the recent research on the significant non-linear association between perceived assertiveness and a leader’s social and instrumental outcomes. Using a 3 X 2 X 2 between-participants experimental design (N = 469), with three levels of assertiveness (high; moderate; low), two levels of gender (male; female), and two levels of Leader-Member Exchange (LMX) quality (low; high), this study tested the main effects of assertiveness on leader social and instrumental outcomes, as well as the moderating effects of gender and LMX quality. The main effects hypotheses for assertiveness were supported, and as expected the moderate assertiveness condition was more predictive of positive leader outcomes when compared to the other two conditions. Gender did not significantly alter the main effects of assertiveness on leadership outcomes. However, LMX did interact significantly with assertiveness in predicting leadership effectiveness.en_US
dc.identifier.urihttps://hdl.handle.net/10133/3723
dc.language.isoen_CAen_US
dc.proquest.subject0703en_US
dc.proquest.subject0454
dc.proquestyesYesen_US
dc.publisherLethbridge, Alta. : University of Lethbridge, Faculty of Management.
dc.publisher.facultyManagementen_US
dc.relation.ispartofseriesThesis (University of Lethbridge. Faculty of Management)
dc.subjectassertiveness
dc.subjectleadership
dc.subjectLMX
dc.titleAssertiveness and leadership perceptions : the role of gender and leader-member exchangeen_US
dc.typeThesisen_US
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