POWER MOTIVATION, LEADERSHIP STYLE, AND MANAGERIAL EFFECTIVENESS OF COMMUNITY COLLEGE DEPARTMENT HEADS

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Abstract
Research, conducted largely in coroporate settings, suggests that effective managers have a greater need for socialized power or to influence others for the good of the organization than a need for affiliation or to be liked, a “coaching” leadership style, and a moderate need for achievement. Given the paucity of research on motivations of community college managers, the purpose of the study was to determine the relative contribution of need for power, inhibition, need for affiliation, need for achievement, and effectiveness of leadership style to managerial effectiveness among community college department heads. Faculty perception of openness of organizational climate was used as the managerial effectiveness measure. The TAT was used to measure the motive states, the LEAD to measure effectiveness of leadership style, and the OCDQ to measure organizational climate. A total of 52 department heads and 145 faculty members representing 15 campuses completed the instruments as appropriate. Multiple regression analysis was used to estimate how much of the variance in the dependent variable—openness of climate—could be accounted for by the five independent variables. Even though the motivation profile for the department heads was similar to that of effective corporate managers, the overall F value was not significant and the R2 = .075 indicated that less than 8% of the variance in organizational climate could be accounted for by the independent variables.

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