This exploratory study investigated two dimensions of organizational stress, role conflict and role ambiguity, in local arts agencies. The purpose was to examine the nature of the executive director's position to determine if role-related stress factors were present and, if so, whether the presence of role-related stress was associated with the level of perceived managerial effectiveness of the director's position by the director and by others. / The conceptual framework is given for organizational stress, role theory, and managerial effectiveness. A contextual overview of the development of nonprofit organizations and local arts agencies is also provided. / Two mail surveys were conducted. The 24 respondents to the Administrative Questionnaire comprised the first sample of state-recognized local arts agencies in Florida. Subsequently, four agencies were selected on the basis of geographic location, budget, salary, gender of arts administrator, and indications of turnover. Agency directors supplied a list of ten individuals identified as members of the role-set for the director. Those 40 individuals comprised the second sample and received the Role-Set Questionnaire. / Descriptive statistics were calculated to provide an overview of organizational and administrator characteristics. Stepwise Multiple Regression was employed to investigate the relationship between individual and organizational characteristics and role-related conflict conflict and ambiguity, between individual and organizational characteristics and perceived managerial effectiveness, and between managerial effectiveness and role-related conflict and ambiguity. / Measurement on the role ambiguity and role conflict instruments revealed a low level of conflict and ambiguity. Two independent variables, Number of Volunteers Used and Number of Arts Groups Served by the Agency, proved to be statistically related to role ambiguity and explained 39% of the variance. One independent variable, Size of the Community Served, was related to role conflict and explained 14% of the variance. No statistically significant findings were reported between managerial behavior and effectiveness and role stress. / This study established the presence of role-related conflict and ambiguity in this sample and identified conditions which might contribute to it. The research suggests that the problem of role stress may increase over time for this complex management role. / Source: Dissertation Abstracts International, Volume: 50-12, Section: A, page: 3830. / Major Professors: Jessie Lovano-Kerr; Betty Jo Troeger. / Thesis (Ph.D.)--The Florida State University, 1989.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_78121 |
| Contributors | Nolan, Linda Phyllis Merrell., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 239 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
Page generated in 0.0047 seconds