| The focus of this study was on the relationship between leadership behaviors and leadership styles in emergency management. The purpose was to examine if leadership behaviors (Initiating Structure and Consideration of others) predicts Transformational, Transactional, and Passive-Avoidant leadership styles and the leader outcomes of Follower Satisfaction with the leader, Follower Extra Effort, and follower rating of Leader Effectiveness of Health and Human Services (HHS) Emergency Management leaders as perceived by their followers, when controlling for follower ethnicity, age, gender, education, and tenure. The study included 155 HHS emergency response workers from 11 regions throughout the state of Texas. The MLQ Form 5X was used to measure Transformational, Transactional, and Passive-Avoidant leadership styles as well as the leader outcomes of Follower Satisfaction with the leader, Follower Extra Effort, and follower rating of Leader Effectiveness. The LBDQ Form XII was used to measure Consideration and Initiating Leadership behavior.;Results of the study indicated that Initiating Structure and Consideration of others predicated Transformational, Transactional, and Passive Avoidant Leadership styles as well as the leader outcomes of Follower Satisfaction, Follower Extra Effort, and follower's rating of Leadership Effectiveness. Hispanics rated their leaders significantly higher on Passive Avoidant leadership than Whites and Blacks but there were no differences between Others and Whites, Hispanics, and Blacks. Future recommendations include opportunities for leadership development and diversity training for Emergency Management leaders as well finding strategies to allow for more interaction between emergency response workers and leadership throughout the state. |
