Date of Award


Degree Type


Degree Name

Doctor of Education (EdD)


Educational Leadership

First Advisor

Dianne Daniels

Second Advisor

Tim Eades

Third Advisor

Jeffrey S. Williamson

Scholarship Domain(s)

Scholarship of Discovery


Organizations are dealing with many challenges in this rapidly changing

complex environment that impedes upon their abilities to sustain and maintain a

competitive advantage. These organizations have come to understand that

excellent leadership is imperative to their existence in an ever changing and

unpredictable world. This study is to assist in providing strategies for institutions

to address the leadership crisis by developing the next generations of leaders

within the organization. This quantitative correlational study was designed to

determine if the leader-follower relationship has an affect on the development of

leadership qualities in the follower, as well exploring the follower’s leadership

perception among job classification groups. The study surveyed employees at a

medium sized university in the Midwest. A pre-selected group of employees

(followers) were invited to measure their relationship with their supervisor

(leaders) through the Leader Member Exchange (LMX-7) assessment, as well as

evaluate their own leadership perception through the Leadership Self-Identity

Scale (LSI). The study showed a weak positive relationship between the two

variables (LMX7 & LSI), but the correlation is not statistically significant. In

addition, there was no significant difference between the LMX7 scores among the

three job classification groups. This study has implications for follower leadership

development research that can aid organizations in cultivating the next generation

of leaders.


Ed.D. dissertation completed in 2015 for Olivet Nazarene University.

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Creative Commons Attribution 4.0 License
This work is licensed under a Creative Commons Attribution 4.0 License.