Date

2-3-2023

Department

School of Education

Degree

Doctor of Philosophy in Education (PhD)

Chair

Rich Jensen

Keywords

leader humility, organizational centralization, follower attachment styles, subordinate deviance, team promotion focus

Disciplines

Educational Leadership

Abstract

The purpose of this study is to assess how accurately leader humility, organizational centralization, and follower attachment styles (secure, anxious, avoidant) predict positive and negative team performance. Quantitative research on leader humility has only been in existence for 20 years. The research design is a non-experimental, quantitative, predictive correlational design to determine the relationship, strength, and direction of the relationship between the predictor variables and the criterion variables (team promotion focus and subordinate deviance). The sample includes 93 followers in a one-year old leader-follower dyad employed in the United States. A 9-item scale was used to measure leader humility, a 4-item scale was used to measure team promotion focus, a self-report questionnaire was used to measure attachment style, a 10-item scale was used to measure subordinate deviance, and a 5-item scale was used to measure centralization. Data were collected through a survey emailed to participants. A multiple regression analysis was conducted. The combination of the predictor variables accurately predicted team promotion focus and subordinate deviance, and the results were statistically significant. The conclusion is that leader humility and organizational provides the most signal predicting team promotion focus, and anxious attachment style provides the most signal predicting subordinate deviance. Recommendations for future research include researching other team performance outcomes, tighter geographic boundaries, and use a different attachment style instrument.

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