Masters Theses

Date of Award

6-1983

Degree Type

Thesis

Degree Name

Master of Science

Major Professor

Donald V. Brown

Committee Members

G. D. Cheek, G. K. LaBorde

Abstract

The purpose of this study was to identify aspects of interpersonal relationships training as related to change implementation, leadership styles, leadership effectiveness, and leadership profiles established before and after interpersonal behavioral training. The literature search and collection of data were to form a body of facts and conclusions concerning interpersonal relationships training.

The nucleus of this study was an interpersonal relationships course offered to employees of the Oak Ridge Gaseous Diffusion Plant, which is operated by Union Carbide Corporation for the United States Department of Energy. The study expected that employees taking the course would perform more effectively, in terms of interpersonal relationships, than they did before participating in the course. The course was used as a technique to influence patterns of behavior and to alter beliefs and attitudes about behavior. It is important that management in industrial settings become increasingly aware of employee desires along with the organizational goals.

The study indicates that by establishing an effective change implementation program, employees will be aware of the desired changes and that they will perceive that benefits will be forthcoming from the change if an effort is given. This indication was concluded following an analysis of questionnaires completed before and after a course in interpersonal relationships training.

The statistical analysis involved the use of a t-test for unmatched groups to test for a significant difference between 62 supervisory and 38 non-supervisory personnel on both precourse and postcourse questionnaire outcomes. The questionnaires measured the key leadership characteristics of leadership style ranges, diagnostic skills, flexibility and adaptability, and overall leadership effectiveness. Supervisory and non-supervisory questionnaire outcomes indicate that there were no significant differences between the two positions on either the precourse or postcourse results.

A t-test for matched groups was conducted on the combined scores of supervisory and non-supervisory personnel. The test indicated a significant difference between precourse and postcourse questionnaire scores. An improvement in all measured leadership styles, diagnostic skills, flexibility and adaptability skills, and overall leadership effectiveness scores occurred following the course in interpersonal relationships.

Since the study clearly showed that interpersonal behavior can be influenced by the presentation of an interpersonal relationships course, other change implementation programs should be analyzed as to their benefit to the organization and employees.

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