{ 7John A. Mufgég

RESIDENTIAL SATISFACTION OF THE ELDERLY:

THE EFFECT OF MANAGEMENT

by

Michael Kenneth Johnson/

Dissertation submitted to the Faculty of the

Virginia Polytechnic Institute and State University

in partial fulfillment of the requirements

for the degree of

DOCTOR OF PHILOSOPHY

in

Housing, Interior Design, and Resource Management

APPROVED:

7 /7 7 —

Rebecca P. Lovingood, o-Chairperson

7 · /ß‘

R emary arucci Goss, Co-ChairpersonP

\

len H. Mitchell \\4 a . Mancini

{ 7John A. Mufgég

November, 1989

Blacksburg, Virginia

REBIDENTIAL SATISPACTION OF THE ELDERLY:

THE EFFECT OF MANAGEMENT p

bY

Michael K. Johnson

Committee Co-Chairpersons: Rebecca P. Lovingood andRosemary Carucci Gess

Housing, Interior Design, and Resource Management

(ABSTRACT)

The principal objectives of this study were to determine:

a) the direct effect of an apartment manager•s leadership

style and b) the direct and indirect effects of functional

health, morale, and social activity on residential

satisfaction using a path model.

The sample for this study consisted of residents of

government subsidized housing for the elderly in Virginia.

The majority of the respondents were widowed, white females

with and average age of 73. The sample was drawn from 10

apartment communities selected from a list of 19 communities

containing 2,156 apartments. A self—administered instrument

was developed, pretested, and revised as needed, and sent to

one-half of the residents in each of the 10 communities.

The responses were scored to determine the respondents'

levels of residential satisfaction, perception of the

apartment manager•s leadership style, level, of social

activity, morale, and functional health. A total of 210

usable responses were obtained from the initial distribution

of 582 instruments and one follow-up mailing. The total

response rate was 36.1%. Leadership style emerged as

having the strongest direct effect on residential

satisfaction, .329, followed by social .222, morale, .071,

and functional health, -.067. The R2 was .262.

The model was refined, positioning functional health,

morale, and social activity as exogenous variables with

leadership style as the intervening variable. The analysis

was conducted separately for the group of respondents with

eight years or less of education and for the group with

more education.

The total effect of every bivariate relationship was

greater for the group with less education. The total effect

of leadership style on residential satisfaction was .446 for

the less educated group and .267 for the group with more

education; for social activity, .371 and .178: for morale,

.134 and .019; and for functional health, -.093 and .014,

respectively. The Rzs were .327 and .102, respectively.

Leadership style of the manager has a strong direct

effect on the residential satisfaction of the respondents as

does their level of social activity. The total effect of

morale and functional health on residential satisfaction is

minor with functional health having a negative effect. The

residential satisfaction of those with less education was

more strongly affected by all variables than were the group

with less education.

Dedication

iv

Acknowledgements

v

TABLE OF CONTENTS

P¤9¢

LIST OF TABLEB...........................................x

LIST OP FIGURES.........................................xi

Chapter

I. INTRODUCTION;........................................1

Section 8 Program..................................5

Statement of the Problem...........................8

Signitieanee ot the Study.........................10

The Model.........................................11

Hypotheses......................................13

summary...........................................13

II. REVIEW OF THE RELATED LITERATURE...................14

Residential Satistaetion..........................14

Psycho-Social variables...........................17

Demographie variables.............................19

Leadership Style..................................21

Leadership Traits...............................21

Leadership Behavior.............................22

contingency Theory..............................24

Situation-Control Approach......................25

vi

Chapter page

Likert•s Leadership Styles........................26

The Linking Pin.................................27

Interaction-Influence...........................27

Supportive Relationships........................28

Systems of Leadership Styles....................28

Housing Management................................33

Summary...........................................37

III. METHODOLOGY.......................................39

Operational Definitions...........................39

Instrument Development............................40

Pilot Study.......................................41

Sampling Frame and Response Rates.................43

Procedures........................................47

Data Analysis.....................................49

IV. DESCRIPTION OF THB BAMPLE..........................52

Demographie Information on Respondents.............52

S¢&10 Scores on Independent Variables..............57

V. FINDING8 AND DISCUBBION............................62

Examination of the Hypothesis......................62

Discussion of Findings.............................67

Functional Health................................67

Morale...........................................68

vii

Chapter page

Social Activity..................................69

Leadership Style.................................70

A Refined Model.....................................71

VI. SUMMARY, CONCLUSIONS, IMPLICATIONS, ANDRECOMMENDATION8 FOR FURTHER RESEARCH..............79

Summary............................................79

Conclusions........................................82

Implications.......................................83

Recommendations for Further Research...............84

REFERENCE8 CITED .....................................86

APPENDICES

A VHDA Management Plan Guidelines................94

B VHDA Inspection Forms.........................101

C Letter Announcinq Pilot Survey................108

D Cover Letter for Pilot Survey.................110

E Invitation to Group Meeting...................112

F Questions Removed from Pilot Study............114

G VHDA Letter...................................121

H Survey Instrument.............................124

I Cover Letter..................................131

J Follow-up Letter..............................133

K Data and Formatting Plan......................135

viii

APPENDICE8 page

L Response Rates by variable....................137

M Analysis of Variance Tables...................144

N Correlation Matrix and RegressionAnalysis Tables...............................153

O Frequencies for Revised Model.................160

P Correlation Matrix and RegressionAnalysis Tables, Education Equal to or Less

Y°¤:s•••••lII••II•••••••IC••••••••|162

Q Correlation Matrix and RegressionAnalysis Tables, Education Equal to orGreater Than Nine Years.......................166

ix

LIST OP TABLE8

Table Page

1. Demographic variables Used in Research ofHousing and Life Satisfaction.................20

2e3.

Questions Removed from Pilot Study andReliability Coefficients......................44

4. Response Rates by Community...................48

S. Age, Education, and Years in Community by

6. Sex and Race of Respondents by Community......55

7. Marital Status of Respondents by Community....56

8. Functional Health, Morale, andSocial Activity Scores by Community...........58

9. Leadership Style and ResidentialSatisfaction Scores by community..............60

10. Decomposition Table of the Effects ofvatiÄb1€S•••••••••••••••••••••••••••••••••••••65

11. Decomposition Table of the Effects ofvariables, Education Less Than or Equaltc YB§I'B••••••••••••••••••••••••••••••••75

12. Decomposition Table of the Effects ofvariables, Education Greater Than or Equalt° YBlI°B•••••••••••••••••••••••••••••••••76

x

LIST OF FIGURES

Figure Page

1. Hypothesized Model............................12

2. Hypothesized Model with Path Coefficients.....63

3. Refined Model, Education Equal to or LessThan Eight Years..............................72

4. Refined Model, Education Equal to orGreater Than Nine Years......................73

xi

Chapter 1

INTRODUCTION

Housing is a major factor, physically, socially, and

_ psychologically, in the lives of older persons

(Montgomery, 1972), who become more dependent on their

residential environment as their life space decreases and

the quality of their environment becomes more important

(Birren, 1969). Batisfaction with housing has also been

shown to be an indicator of “quality of life" for the

elderly (Campbell, Converse, 8 Rodgers, 1976).

The attachment to home remains strong among the

elderly even though the suitability of the dwelling may be

questionable. Butler and Lewis (1973) found only 4% of the

respondents in their study considered housing to be a

significant problem even though 75% of the respondents

found some undesirable characteristics in their homes, and

less than 5% expressed a desire to move. Research on the

characteristics of elderly persons' homes has considered

factors that are primarily objective in nature: physical

size and condition, heating, plumbing, lighting, and

1

2

others. However, objective factors related to the quality

of housing have been shown to be poor predictors of

housing satisfaction for the elderly. Lawton (1980)

reported that these objective factors account for only

about 19% of the variance in housing satisfaction.

A better understanding of the concept of housing

satisfaction among the elderly and their housing

satisfaction is increasingly important when viewed from

the perspective of the future. In 1900, 4% of the

population was over 65. In 1985 that age group comprised

11.9% of the population. It is projected that by 2000,

13% of the population will be over 65 and that by 2020

more than 21% will be over 65 (U18. Department of

Commerce, 1987).

Research dealing with housing satisfaction supports the

importance of management in housing for the elderly

(Francescato, Weidemann, Anderson, E Chenoweth, 1979;

Weidemann and Anderson, 1980: Carp, 1976). Management is

a particularly important component of the housing

environment because it can be manipulated. Accordingly, an

effective strategy to increase residential satisfaction

would concentrate on improvement of management

(Butterfield G Weidemann, 1987). By establishing rules

and policies, the manager provides the link between

3

residents and owners. The manner in which rules are

established and policies executed is also important. The

reasonableness of rules and policies and the fairness of

their application and enforcement is under the control of

management. Wolk and Telleen (1976) found that those who

lived in the presence of constraining rules that limited

personal autonomy had lower levels of satisfaction.

Management also appeared to be an important element in

residential satisfaction for the elderly in government

subsidized apartments (McAuley and Offerle, 1983, Degnore,

Feldman, Hilton, Love, 8 Schearer, 1979). McAuley and

Offerle (1983) also showed that perceived suitability with

building rules was correlated with life satisfaction among

those who frequently left the building.

There also could be a change in tenure status among

the elderly. As the number of elderly increase and

proportionally the number of workers paying social

security decreases, there will be less money available to

pay social security benefits. It is therefore unlikely

that the payments will replace the proportion of income

that they do now (Hardy, 1987), possibly increasing the

number of elderly requiring housing assistance. Because

home equity is the largest asset owned by most retirees,

many homeowners may have to sell their homes in order to

4

use this equity as supplemental retirement income

(Springer, 1985).

Analysis of Annual Housing Survey data also indicates

there may be a shift in tenure status with relocation by

the elderly (Zais, Struyk, 6 Thibodeau, 1982). While 61%

of those who are owner—occupants before moving remain

homeowners when they relocate, 59% shift to being renters.

Only 15% of those initially renting shift to homeownership

upon moving. An increase is indicated in the proportion

of elderly who will rent their dwellings, the majority of

which will be apartments.

Research on apartment housing built for the exclusive

use of the elderly has addressed the influence or effect

of the management and staff on the lives of the residents.

Lawton (1974) explicitly outlined the counseling duties

integral to the role of the manager of apartment housing

for the elderly and how failure to deal properly with the

special. problems of elderly residents can affect their

satisfaction. Francescato, Ieidemann, Anderson, &

Chenoweth (1979) have shown that satisfaction with

management was among the strongest predictors of overall

(housing) satisfaction in age-integrated public housing.

Likert (1961) examined the manager-employee

relationship in the context of business organizations. He

5

theorized that the effectiveness of the manager, and hence

the organization, is a function of the subordinate's

perception of the manager as a leader. Likert concluded

that the extent to which the manager considers the

emp1oyee's opinions in reaching a decision where the

outcome has impact on the group determines the degree of

group commitment (satisfaction with) and involvement in

carryinq out that decision (Conference Board, 1969). In

subsequent research, Likert (1967) identified four basic

leadership styles: exploitive-authoritative, benevolent-

authoritative, consultative, and participative-group.

Likert posited that the participative-group style is the

most appropriate for human-concern organizations.

The section 8 Program

This section provides a brief history of the Section 8

federal rent subsidy program with an emphasis on the

income criterion. The income criterion defines, in a

socio-economic sense, who are residents of Section 8

apartments. This section also introduces the Virginia

Housing Development Authority (VHDA) and its role, as

mortgagor, in the management of Section 8 apartments.

Section 8 of the U.S. Housing Act of 1937 (P.L. 73-

479), as added by the Housing and Community Development

6

Act of 1974 (P.L. 93-383) was developed as a rent subsidyfor lower-income families to assist them in attainingaffordable, decent housing in the private market (U.8.Department of Housing and Urban Development, 1978). Thesection 8 Program grew out of the Experimental HousingAllowance Program (EHAP). The concept of using housingallowances to permit low income households to rent a unitof better quality than they could afford unassisted waspresented in a 1973 HUD report, Housing gg ggg seventies.Funds to conduct the EHAP experiment were included in theHousing Act of 1970, as amended in 1973, under the Nixonadministration (struyk and Bendick, 1981).The New construction program provided a direct subsidy ofthe tenant's rent as the basis for aid to low incomehouseholds. The tenant's contribution to the rent burdenwas initially set at 25 percent of income and was changedto 30 percent in 1980. The subsidy for each household wasthe difference between this percentage of income and aneconomic rent for the unit as determined by HUD. Theeconomic rent levels were based on building costs, age,and amenities (U.s. Department of Housing and UrbanDevelopment, 1978). The economic rent could not exceedthe Fair Market Rent (FMR) for a particular size and type

7

of unit within a locale. The PMR was set by HUD based

upon comparable rents in the locality.

Section 8 was intended to replace low and moderate

income subsidy programs. The maximum income for

eligibility for the Bection 8 program was set at 80

percent of the locality's median income for a family of

four, with higher limits permitted for larger families.

The law required that 30 percent of those assisted must

have incomes of less than 50 percent of local median

income. The households in this category were termed Very

Low Income by HUD. In 1984, HUD ruled that 95 percent of

the assisted households had to be Very Low Income

households.

The New Construction program provided an additional

subsidy beyond the rent subsidy. state housing and

community development agencies were empowered to issue tax

exempt bonds to finance housing for lower income persons.

The developer, either a for-profit or not-for-profit

entity, submitted plans to build a subsidized apartment

project to the state agency. The location and size of the

project was determined by the allocation of section 8

subsidy by HUD. The construction money was provided by

the state agency from tax exempt bond sales which sold at

8

below market interest rates. This reduced the cost ot

construction and thereby the economic rent.

In Virginia, the subsidy payments were made by HUD to

the Virginia Housing Development Authority which in turn

released them to the project. This method allowed the

state agencies to insure that the projects were operating

in accordance with HUD regulations, and most importantly,

that only eligible tamilies were receiving housing

subsidies.

The Virginia Housing Development Authority (VHDA) also

attempts to insure that the management ot any VHDA

financed complex meets minimum standards regarding

management standards. VHDA requires that each property

management company managing a VHDA mortgaged property

prepare a plan for the managment ot the complex that meets

VHDA guidelines (Appendix A). VHDA also conducts periodic

physical inspections ot the apartment communities it

tinances and checks for compliance with Federal and VHDA

rules and policies regarding marketing, resident

selection, and general administration (Appendix B).

Statement of the Problem

In previous research, variables contributing to the

measurement of housing satisfaction have explained only a

9

small portion of the variance. Research on the effect of

. the physical aspects of housing will not be of benefit for

existing apartment housing stock as remodeling apartment

buildings to include desired physical attributes is

usually economically and physically unfeasible. It is

apparent that the need is to focus attention on factors

affecting the elderly apartment dweller that can be

manipulated, applied to existing housing stock, and

implemented at low cost. One factor that meets these

criteria is the apartment manager's leadership style, and

the question becomes one of the effect of the apartment

manager's leadership style on the residents' satisfaction

with their living environment.

The problem that will be addressed in this study is to

determine the direct effect of the manager's leadership

style on the residential satisfaction of elderly apartment

dwellers. This study will also examine the following

subproblems:

1) What is the direct effect on residential

satisfaction of functional health, morale, and social

activity?

2) What is the indirect effect on residential

satisfaction of functional health, morale, and social

10

activity when measured through the intervening variable of

leadership style?

3) What are the direct and indirect effects of gender,

age, education, and marital status on residential

satisfaction?

Significance of the Study

Much of the previous research on residential

satisfaction has had limited utility because the focus has

been on variables that are not easily manipulated. For

example, manipulation of the physical features that

predict satisfaction is problematic after the building is

complete. Lohmann (1980) and others (Markides and Martin,

1979; Medley, 1976; Iindley and Bcheidt, 1982) have stated

that if greater utility is to be realized, there must be

an increased focus on establishing causal relationships in

research.

The identification of the manager's leadership style as

a significant direct and intervening cause of variance in

residential satisfaction may assist in meeting these

criticisms. The results from this study may allow

apartment owners to improve the residential satisfaction

of the occupants by changing the way in which the manager

interacts with the residents. Future housing for the

11

elderly may be austere because of federal housing cutbacks

and appropriate management may improve the environment in

the absence of amenities.

The Model

The influence of the apartment manager over the

residential satisfaction of elderly residents should not

I be underestimated. The manager influences the conduct of

social activities, controls the access that social service

organizations have to the building and residents,

determines the degree of rule and policy enforcement and,

in the final analysis, makes decisions about which

residents are permitted to remain.

A review of the relevent research, cited in Chapter

Two, identified functional health, morale, and social

activity as important variables in the lives of the

elderly. These variables were hypothesized to be affected

by the manager's leadership style.

The hypothesised causal relationships between the

variables under consideration in this study are shown in

the model (Figure 1), where d1 through ds represent

disturbance terms. Disturbance represents the effects

from causes that are not specified.

°’

. ssatäxä(

ansah -l-f-________,.„->es

Hypcthasizad mcdal ¤f rasidautial Satisfactiotn

13

Hypotheses

The following hypotheses were tested in this study:

1) Leadership style, X2, is positively related to

residential satisfaction, X1.2) Social activity, X3, has a direct positive effect on

residential satisfaction, X1, and an indirect positiveeffect via the intervening variable leadership style, X2.

3) Morale, X3, has a direct positive effect on residential

satisfaction, X1, and an indirect positive effect on

residential satisfaction, X1, via the intervening

variables of leadership style, X2, and social activity,

X3.

4) Functional health, X5, has a direct positive effect on

residential satisfaction, X2, and an indirect positive

effect on residential satisfaction, X1, via theintervening variables of leadership style, X2, social

activity, X3, and morale, X3.

Summary

There is a need to identify aspects of the apartment

living situation that can be manipulated to improve

residential satisfaction. The leadership style of the

manager is one aspect of apartment living that can be

manipulated.

Chapter II

REVIEW OF THE LITERATURE

This chapter will establish a definition for

residential satisfaction that will be used in this study.

The development of leadership theory will be reviewed to

establish a basis for understanding its effect on

residential satisfaction. The chapter will conclude with

a review of the literature relevant to the psycho-social

and demographic variables used in the model (Figure 1).

Residential Satisfaction

Residential satisfaction has recently become commonly

accepted as a valid measure of housing adequacy

(ßutterfield E Weidemann, 1987). Early research into the

housing problems of the aged identified the preferences of

older people for private living arrangements (Carp, 1966;

Hamovitch E Peterson, 1969; Lake, 1962), affordable

housing (carp, 1966; Lake, 1962; McAuley, 1977), located

in a safe and homogeneous environment (Hamovitch &

Peterson, 1969).

14

15

Later studies examined the relationship between

specific housing characteristics and residential

satisfaction. Overly large dwelling structures were

associated with dissatisfaction in private (Lawton, Brody,

& Turner-Massey, 1978) as well as public housing (Lawton,

Nahemow, E Teaff, 1975). Campbell, Converse, and Rodqers

(1976) examined the objective factors of the type of

structure, number of rooms, age of housing, whether owner

or rented, and the value of home and land, among others.

Lawton (1980) used 23 objective housing quality indicators

as independent variables in a regression analysis of

housing satisfaction.

Because of the obvious impact of neighborhood

conditions on the quality of urban living, several studies

have examined the relationship between specific

neighborhood conditions and neighborhood satisfaction

among older urban dwellers. Accessibility to resources,

safety, age mix, and aesthetic appearance of the

neighborhood have been found to be predictors of

neighborhood satisfaction (Jirovec, Jirovec, & Bosse,

1985). A strong relationship between the proximity of

goods and services and neighborhood satisfaction has been

found (McAuley, 1977; Peterson, Hamovitch, 8 Larsen, 1973)

as well as the salience of frequent neighborhood contact

16

on life satisfaction (McAuley 8 Offerle, 1983).

In a study by Lawton and Cohen (1974), which was

primarily designed to evaluate the well-being of elderly

tenants of federally assisted housing, six measures of

well-being were examined, which included housing

satisfaction. The results supported the hypothesis that

housing satisfaction is strongly related to neighborhood

I characteristics. Jirovec et al. (1985) found that housing

and neighborhood satisfaction are interrelated. Citing

other research (Jirovec, Jirovec, 8 Bosse, 1984a, 1984b;

Lawton et al., 1978) which also found housing and

neighborhood satisfaction to be interrelated aspects of

well-being among the elderly, Jirovec et al. (1985)

combined measures of housing and neighborhood satisfaction

to construct the variable residential satisfaction.

Jirovec, Jirovec, and Bosse (1985) concluded that

conditions previously thought to be significant

determinants of housing satisfaction might be “artifacts

of the influence of neighborhood on housing satisfaction

or vice versa (p.97).“ They recommended that future

research should treat housing and neighborhood

satisfaction as a unitary measure called “residential

satisfaction“ in order to overcome this methodological

limitation.

17

Pollowing the failure of major public housing projects

(Pruitt-Igoe in St. Louis and Rosengaard in Malmo,

Sweden), more attention has been given to “user

satisfaction“ as a criterion for success in housing.

These projects met most of the physical and economic

criteria but failed as communities (Butterfield &

Weidemann, 1987). Several studies have examined

residential satisfaction in terms of user needs and their

relationship to the physical and social environment (e.g.,

Cooper, 1975; Galster E Besser, 1981). This trend has

been extended into research which relates residential

satisfaction with overall quality of life (Andrews &

Iithey, 1975; Campbell, Converse, & Rogers, 1976). The

research on elderly residents has also indicated a strong

statistical relationship between residential satisfaction

and general well-being or quality of life (Kozmo and

Stones, 1983; Lawton, 1983; Lawton et al., 1978; Lawton,

1974), or to» more generalized life satisfaction (Carp,

1966; Lawton E Cohen, 1974; BcAuley, 1977; Toseland &

Rasch, 1978).

Psycho-social variables

In the research on life and residential satisfaction,

18

three psycho-social variables frequently emerge as

significant indicators: morale, activity, and health.

Larson (1978), in a review of 30 years of research on

the life satisfaction of older Americans, reported that

health, morale, social interaction, and living situation

are strongly related correlates of life satisfaction.

Using a causal model of life satisfaction among the

elderly, Markides and Martin (1979) found that health and

activity were strong predictors of life satisfaction.

They note that the hypothesized causal effect of health on

activity may be problematic since health may be influenced

by one•s activity level. In her longitudinal study of

elderly who moved into new apartments, Carp (1966, 1975a,

1975b) reported they were higher in morale, in perceived

health, and more socially active than their cohorts who’

had not moved. Lawton and Cohen (1974) also used these

three constructs in a longitudinal study with a similar

population with somewhat different results. However, all

three provided significant contribution to the variance

explained. Iolk and Telleen (1976), in an analysis of

constrained reaidential environments, found that self-

assessed health and level of activity were significant

predictors of life aatisfaction. Windley and Scheidt

(1982) used a causal model with composite variables,

19

derived through factor analysis, which contained measures

of functional health, morale, and activity level in their

analysis of the mental health of rural elderly. variables

which contained these measures emerged as significant

predictors.

Demographic variables

The demographic variables used here are drawn from

research on housing satisfaction and relevant research on

life satisfaction. The variables selected and the

corresponding research studies are summarized in Table 1.

20

'1'ab1• 1.gamcggaghgc vagiab;•• Us•g gg gggggggg gg gousgngggg Lggg gatgggagtgcg.

variabla

Eeusinq Marital Y•arsBatistaction Btatus Educ Aq• 8•x

Raca R•aid•nc•

Lawton (1980) X X X X X X

Jiruvac•t

al. (1985) X X X X

81ay (1985) X X X X

Guss 8 Day (1985) X X X X

Inman 8 Duttus (1985) X X

Golant (1984) X X

Lawton 8 cohan (1974) X X X X X

M¤ntg¤n•ry (1972) X X X X

Lit•satiszacticu

Edwards 8 Xammack X X X X X(1973)

•Io1k 8 T•11••n (1976) X X

•Iind1•y 8 8ch•idt X X X(1982)

Markid•s 8 Martin X X(1979)

•Lars¤n (1978) X X X X

•H¤usinq cemponsnt ccntainad in r•s•arch

21

Leadership Style

This section provides a historical review of leadership

theory. A discussion of Likert•s leadership model and its

relationship to this study follows. The section ends with

a discussion of housing management in the context of

leadership.

Leadership may be viewed as an influence process. In

this process, effective leadership may be defined as the

efforts of the leader which succeed in influencing the

behavior, attitudes, beliefs, or values of another person

towards the leader•s qoals (Richards E Greenlaw, 1972).

There is no single, generally accepted, theory which

prescribes which strategies, approaches, or styles leaders

should take to effectively influence their followers to

meet their goals. It is practical to examine leadership

theory under four major headings: (a) leadership traits,

(b) leadership behavior, (c) contingency theories, and (d)

the situation-control approach (Bashkin 8 Lassey, 1983).

Leadership Traits

The characteristics of leaders were the primary focus

of leadership research during the period from 1920 through

the 1940s. Following a review of more than 100 studies

which examined evidence of greater intelligence, more

22

creativity, deeper curiosity, wider insight, and other

traits that distinguish a leader, Stogdill (1974)

suggested that these inquiries may have been addressing

the wrong question. He concluded that while leaders tend

to have marginal advantages over nonleaders in many

traits, there were no characteristics in which leaders

were consistently identified as being superior.

The use of small group experiments (Borgatta, Couch, 8

Bales, 1954) to demonstrate the tendency of certain

members to consistently emerge as leaders by demonstrating

exceptional abilities proved unsuccessful. The apparent

failure of traits er characteristics of leadership to

provide a sufficient basis for understanding leadership

fostered research on behaviors associated with leadership

(Lassey E Sashkin, 1983).

Leadership Behavior

Studies conducted at the University of Michigan•s

Survey Research center in the late 1940s and early 19508

suggested that leadership behavior could be described

along a continuum of employee-centered behavior to

production—centered behavior. However, further studies

demonstrated that these two leadership styles were not at

opposite ends of a single dimension, but were two

23

independent facets of leadership behavior (Lassey 8

Bashkin, 1983).

Studies conducted at Ohio State University in the

1940s attempted to identify the dimensions of leadership

behavior through empirical measutemeut of leaders in

organizations (Sashkin 8 Lassey, 1983). These dimensions

have been called by various names, but are similar to the

end points of the continuum in the one-dimensional

approach. The principal difference noted was that the

leader is likely to engage in both types of behavior to

varying degrees. The presence of two observable

behavioral dimensions in this paradigm have served as a

basis for more complex theories.

An elaboration of the two factor leadership model was

constructed by Bowers and Seashore (1966) based on

empirical observation. They identified four factors in

leader behavior: (a) supportiveness, (b) interaction

facilitation, (c) work facilitation, and (d) goal

emphasis. The measurements were based on variables in

Likert•s (1961,1967) theory of organization.

The Likert (1967) theory posits that leadership

behavior does not necessarily lead directly to increases

in subordinate performance. Leadership determines the

organizational climate, defined as the communications

24

patterns, goal—setting activities, involvement in

decisions, and opportunities for influence. These climate

factors directly increase or decrease performance of

followers (Franklin, 1975).

The behavioral approaches to leadership were not

effective in describing the performance and productivity

of subordinates. As a result, the emphasis shifted to

identification of situational oharacteristics that would

determine the success of behavioral approaches (Sashkin &

Lassey, 1983).

contingency Theog

The first contingency theory (Tannenbaum 6 schmidt,

1958) suggested that leaders should vary their leadership

styles in the context of balancing between task-directed

and relationship-oriented actions. The balance depended

on the situation in which tasks are performed. Initially,

Fiedler (1967) supported the contingency model. Later,

Fiedler and his colleagues showed that leaders can be

trained to recognize the situation and alter the

conditions to suit their leadership style (Fiedler,

Chemers, & Mahar, 1976). This can mean changing the task

structure, sharing, or assuming more authority.

Hersey and Blanchard (1969, 1982) expanded Fielder•s

25

model by adding two assumptions: (a) that leaders can

change their behavior to tit the situation, rather than

rearranging the situation to tit their particular

approaches, and (b) the ability and willingness ot the

subordinate to pertorm tasks can be correctly assessed by

the leader. A study by Hambleton and Gumpert (1982) seems

to contirm that when nanagers could correctly identity

subordinates• willingness and ability and identity the

appropriate leadership style, subordinates were rated as

pertorming better.

Situation-Control Approach

Situation-control theory suggests adjusting the

environment in order to improve pertormance or motivation

among subordinates. The principal tramework tor adjusting

the environment is the Path-Goal Theory (House, 1971).

The Path-Goal Theory relies on the subordinate•s

expectancy that ettorts will lead to successtul task

results and rewards. Bituational control requires the

leader to manage the work situation. Role claritication,

clear expectations, and a strong relationship between

achievements and rewards are provided by the leader. The

presence ot these tactors minimizes the need tor strong

leader activity (Bashkin E Lassey, 1983).

26

Likert•s Leadership Styles

A leader functions within the context of an

organization, the structure of which can be viewed in two

ways: (a) the man-to-man type and, (b) the group type

(Likert, 1961). In the man-to-man type of organization,

designated functional heads deal with each person

individually and view their responsibility primarily as

manager-subordinate in character. In the group theory of

organization, the heads of the unit deal with their

employees collectively and consequently perceive

responsibility and accountability in terms of the group as

a whole. The whole organization is viewed as a system of

overlapping and interacting groups. The relationships

within the group and the degree to which the group is

effective or ineffective are seen as dependent upon the

quality of communication and leadership within the group.

Likert•s theory of group organization suggests several

concepts which are important to the supervisor-subordinate

relationship and effectiveness: (a) the linking pin, (b)

interaction-influence, (c) supportive relationships, (d)

systems of leadership styles, and (e) the supervisor—

subordinate relationship (conference Board, 1969).

27

ggg Linking gig

The linking pin concept is the basis of Likert•s

(1961) theory of overlapping groups in organizations. The

linking pin is a person who belongs to two groups in an

organization, usually a supervisor. supervisors serve as

the communication link between the group they supervise

and the rest of the organization. The information flows

through them to the subordinates and from the subordinates

to the supervisors. In the group theory of organization,

supervisors not only serve the two groups, but are

members of both groups. They view themselves not as the

supervisors of their subordinates but as a member of the

team. The success of the manager results from interaction

with the group. Interaction means open communication

within the group, development of mutual trust, consensus

decision making, group goal setting, definition of roles,

and shared responsibility. Proper interaction results in

group accountability, group loyalty, and cohesiveness, and

in the individua1•s identification with the group•s goals

(conference Board, 1969).

Interaction—Influence

For supervisors to act effectively as linking pins,

they must have a positive interaction-influence

28

relationship with their subordinates (Likert, 1961). one

of the major aspects of the interaction-influence

relationship is the degree of the supervisor•s influence

on his subordinates, which is affected by the

subordinates• perceptions of the manager. The implication

is that the amount of influence supervisors exert over

subordinates is determined by how much they

allowthemselvesto be influenced by them; the extent to whichI

leaders consider subordinates opinions in reaching a

decision which has an impact upon the group. This, in

turn, determines the degree of group commitment in

carrying out that decision (Likert, 1961).

Bupportive Relationships

The concept of open communication within the group

serves to develop a supportive relationship which is

essential to individual motivation and identification with

the goals and objectives of the group. This supportive

relationship is not “felt so much in the objective reality

of the situation as in the individual•s perception of

reality“ (conference Board, 1969, p. 34).

Systems pg Leadership Styles

Likert (1967) expanded the theory of the group

29

organization and included style of management which he

called a “science based“ system. Within this framework,

Likert described four basic styles of leadership. Each of

the four management styles is conceptualized as a complete

system in terms of a continuum ranging from those systems

which are most autocratic to those systems which are most

participative.

The systems are:

System 1 - Exploitative AuthoritativeSystem 2 - Benevolent AuthoritativeSystem 3 • ConsultativeSystem 4 — Participative Group

A more complete discription of Likert•s management

systems• properties is contained in Table 2.

The most autocratic is System 1. This system retains

control and direction at the top of the organization:

decisions are made, orders are issued. There is little

upward communication and as a result, decisions are based

upon partial information. Mistrust is prevalent and there

is little motivation on the part of the subordinates to

comply with the supervisor•s direction.

In System 2 there is still little upward

communication. Policy is developed at the top, but

subordinates may comment on the implementing orders.

30

Üäblé 2.

Likert's Management Systems.

SYSTEM 1: SYSTEM 2:

EXPLOFTIVE AUTHORITATIVE BENEVOLENT AUTHORITATIVE

L••nn••ez•¤n¤•r¤•y.••¤n•e•r••n•.r¤e•Ü'! U tum: und For oenur,In-••r.•¤••n•««¤¤nv.¤¤•¤•¤· II!lon—Ie.u•ggn¤¤•„°r„„

Queunheumuenrurrnhnnwu•e•¤¤e•e.An::ue•••n••¤e•_;rgr- ,·_„.„_M¤~·- · nnmhuuh.Meuvnxuorul Forus umn Innern; er°‘'""' """* ¤7;""'"°" nnen. uneenmnuv h••uI• rennere nm.' ' *h•Iun uuuöv Fn! ruumrer ruw"' he neun, out rnt une FII• eu

tu nuten unnlueuenn um geb.

No couenrnuu Imnunen:. II::I• Flllhll very ung¤•_,„ .„_•,

|m•r•¢xIun·In|Iu•¤¢• P*¤¢¤¢ mllunnu. Umn uuunee inllunnne. 0«•r••••••hru•¤•¤•;:r•¤«"mr«r„.:}rr;::‘-_?•¤I••r•¤ oluvuue l•n|•••n••. new Nhunuounruuesrurleurnn.onuomnvuud.

Proud ¤•¤¤•¤- N ¤"¤¤lM- Gun nueeurnq, ger gn",

Uulu •!••oäunuuauen. Umn l•t•r! Litlh uouuu cerunnunnanrun. u:u• ••:•r••

Cummuniutlon Pltttfh unInun••¤n••n.Se«uo••••••••:nc•••••unp unlrunnutren. Gru: tel ol oounnnvonnen, Vuld uh}: Iunenn ov nur ¤nIunn•eut••n.v•••n•uu::t• nueernningeIr••:•n.\•:•cr••In¤u•••u••!•e•u¤e••.hv¤¤ene|•••¤¤„$unn•u6n:en•un•¤¤Nltunnne.

0•¤6•um•¤n••¤ee.¤••¤••een¤•·:¤!P¤••¤v¢•¤¤•••n:ee.¤•rr¤•:n•e••rr•rr·Oeqxion-Mukihß PF¤¤¤ gee Ingame Innunnueeur. Qennqürg ¤!II• Gollum nu •n I••••n ••n•••. unsI|m• nuennuuonu ume. un on nur-neun nnuunuev uns und dueuenu nnen-nunnundbuonnqng •••u•ern. Mlüon- Gonvneun Ilme nnenneuenuunum. Neun Ililv ou rlluo-nun hu.ÖF§I*|”lÄ!KfI.

c°n"°‘ pmuu ä|·L:19:'||'?'::::*?:\':BF ¤•¤ M": Fam"; rgryry .1: :ee.· älrlzßl uu ol:uuon um:. man wenn eeumnr ¤• :r••::1:"°‘•”•···-

·•···=···•·••·

·=········ «„„„.•. „„„ „•&„¤•„ .12 ZZ"„T}Z.°° °Note. Adapted from Conference Board: (l969). Beh&vi®P&l SCi@¤@@¢_.i. . __

g_%

v '“‘T:Concepts and management appl1cat-on. :R@pOPt ~¤· ¤F—2lo) . New York: Author.

31

Table 2 .

Likert 's Management Systems. (continued)

Smm 3* svsrem 4;

CONSULTATIVE PARTICIPATIVE GROUP

_ ,T—

Hllhu. •neTun

•l| GII! nntna uaml•nr

•n¤ue·Mguvnttallll FN? NI: WDG Illu! wlthh lag nnuvnxul l¤ra•'c¤«nng l•;•n gyn;anat. u••t•¤n•4 uns*b•t mutter. Attltuanum¤!::lIIl klnrntnly bäh ;•n••••••1, hnnm •t •lI l•••l¤ |••l ¤u¤¤•

:‘ '°°'°"“" U'- *U'~ ¤l**•¤¢- r•••nIhl•. l•l•trv•ly hält ntulzueo

¤•r•u¢•eut.

|mgn¢zi¤n~Inl|u•n¤I PNG!“°°""

'“""“

" °'°"""' "U""°"‘·A •r••• ÜN ol uetrntrvn «••«•••¤y1 5,,;-,lharntn nun! hlhnna. ktn · 'tu h' U W nnllunna tlßtd. eeunnuu

G°·‘·s·mn¤ Pw"', 0•••• •r •r••r• tut xn: ¤••- bv rain ¤•n•e¤•t•en

"'UV"' UUUV FU ¤••¤l1. hat ••n•

tuen. both•••rtty•¤•nn•l¤•••-traetnru. '

Cqmmuhtßilßß llavn ÜYIIUY und Zfilfllllv utta Qd. $l@1 ggyggygy N

Na level! ta anton

__ _ Ir••¤••lley••¤••¤•tt¤n.«•n«• Ile 0 ,e„•„DI¤l¤¤*••M|k¤¤9 PV¤¤¤ auuan ntntlilülv

INI III tunu •nl¤•· Il! id nnen lull uu ggunnn lnl•r·Son! arttrlautlen tn numnunn. nutten. Mem leraly an gy;;; ;„y_

OGG! pauaätd enuuan nnklrä. maurnyurä tnurwarh.

COHIYOÜ Pfadi! Central ufllltllv nt t¤¤. but nn! dnln-Wü¤•¤•¤

rnnl•n¤

lnlt rnnanmeulnvatten ta l•••• l•••l•. Ihlerrnnl •rn•n•· lm central Iunctuan. lnlennnl nd lermuunna nur um md ¤•rt••lly rnnrt larrnnt ••n•r•u••••n• ••• •¤•r•u¢•t, mtb nonrnuuutlen. nuttnllv rnauunq nnl cantral. uoucnon an aut central.

Note. Adapted from: Conference Board: (1969) . Behavioral science:xConcepts and management application. (Report no. .:SP 2-c ,·.

New York: Author .

32

Motivation is limited and dissatisfaction is expressed by

subordinates.

System 3 improves on System 2. Broad policy is

determined at the top, more specific decisions are made at

lower levels. Some use is made of group decision making

with an attendant increase in motivation.

System 4, the most democratic on the continuum,

features decisions made throughout the organization and

linked together by the existence of overlapping groups

which make the decisions. Information is exchanged

freely, fostering an attitude of trust between

subordinates and supervisors. (Bowers, 1977).

The usefulness of Likert•s theory of leadership styles

to this study is twofold: I) it provides a framework for

categories of leadership styles on a continuum, and 2)

this system is based upon the perception of the employees

about the manager. This second parameter allows the use

of an instrument completed by apartment residents that

evaluates the manager•s leadership style as this

relationship is analogous to the manager - worker

relationship in the business environment. In both

situations the manager is responsible for accomplishing

organizational goals. Both types of managers develop,

implement, and enforce rules and policies to assist in

33

meeting goals and both have profit maximumization as a

principal responsibility. The workers and residents must

comply with their manager•s rules and policies to minimize

stress and enhance security; the workers to avoid

dismissal, the residents to avoid eviction.

Housing Management

Management may be defined as a process which includes

the elements of planning, controlling, guiding, directing

and coordinating the activities of others to achieve

desired goals. Housing management is the application of

these functions in a residential setting, most commonly

apartments, by a manager. The housing manager is charged

with accomplishing the goals of the owner consistent with

the priorities set by the owner. To accomplish the

owner•s goals, the manager must possess a technical

understanding of building equipment, accounting skill for

rent collection, management skills, and communication

skills. Management establishes rules and policies in

support of the owner•s goals and to assist in the

management of the apartment complex. Research dealing

with housing satisfaction identifies the importance of

management, maintenance and aesthetics for housing the

elderly (Francescato et al., 1979; Ieidemann G Anderson,

1980; Carp, 1976). Management policy dictates the

34

maintenance standards and the degree to which the

environment is aesthetically pleasing. The manner in

which rules and policies, are established and carried out

is at the discretion of the on-site housing manager.

Housing managers exercise enormous control over the

activities and administration of a housing facility, and

thus over the use of the facility (Regnier, 1983).

Management policies affect the success of any housing

project by encouraging or discouraging activities and the

use of space (Pynoos, 1987). 8everal studies have found

that participation in organized activities is associated

with well—being among elderly residents (Carp, 1966; Bley,

Goodman, Dye, 8 Karel, 1972; Christensen 8 Robinson,

1975). Therefore, HUD required the provision of space for

organized resident activities in all subsidized projects

for the elderly. The promotion and conduct of formal

resident activities is usually initiated by the on-site

housing manager in the absence of strong, active resident

organisations. But even when residents are motivated to

organise formal activities, the use of the designated

space is at the discretion of the housing manager.

As the supervisor of the maintenance staff, the housing

manager has control of the level of maintenance services

provided to the residents• apartments and public areas.

35

The housing manager also controls the aesthetics of the

environment. Provision of pleasing and supportive spaces

and amenities such as trees, sitting spaces, garden plots,

and social gathering areas and their use is, in many

instances, at the discretion of the manager. An

attractive home environment contributes to a friendly

atmosphere and also promotes the perception that the

environment is a safe place to live (Weidemann et al.,

1981).

Lawton (1974) described the counseling duties he

believes are incumbent on the housing manager, emphasizing

how failure to deal sensitively with the special problems

of elderly residents can impact on their satisfaction.

The more dependent the elderly resident, the greater the

impact of administrative policies. In types of dependent

housing, administrative policies or rule structure can

control and limit the choices of residents and increase

their level of alienation (Dudley G Killery, 1977).

McAuley and Offerle (1983) found a correlation between

suitability of management, building rules, and the life

satisfaction of residents who have fewer social contacts

and travel infrequently outside of the building.

Perceived suitability of management was determined through

responses to three questions concerning management

36

friendliness, responses to maintenance requests, and

responses to other requests for assistance. Francescato

et al. (1979) determined that management was considered

satisfactory by residents if the manager was accessible to

residents for conversations, if response to complaints was

quick, and if it ‘was perceived that rules met the

residents• needs.

Lawton and Nahemow•s (1973) “Environmental Docility

Hypotheses“ suggest that an individual of high competence,

mental, physical, and social, is relatively unaffected by

the pressures of the environment. However, an individual

of low competence is often adversely affected by a

etrenuous environmental placement. IB order to counter

the losses prompted by aging and loss of competence, the

environment must provide added support (Regnier, 1983).

Bupportive, effective management can contribute toward

providing a pleasant and satisfying environment

(Butterfield E Ieidemann, 1987) as does perceived

“helpfulness“ of management (Christensen 8 Cranz, 1987).

Conversely, restrictive management policies may contribute

to depression, a sense of helplessness, and accelerated

physical decline (Pynoos, 1987).

The importance of the physical aspects of the housing

environment have been identified as important components

37

of satisfaction among the elderly (Lawton, 1977, 1980;

Carp, 1976). However, Bechtel (1976), Gans (1967), and

Marans (1976) argue that the social environment is more

important than the physical aspects of the residential

environment in determining residential satisfaction.

Pynoos (1987) concludes that variations in management

policies may have a greater effect on resident

satisfaction than variations in the physical setting among

housing for the elderly, ••although clearly the two are

related.•• This finding seems consistent with earlier

research (Smith 8 Lipman, 1972; Lawton & Cohen, 1974)

which found that a higher level of ccnstraint in an

environment was associated with a lower level of lite

satisfaction. Folk and Telleen (1976) assessed elderly

tenants• perception of the environment in rsgard to the

presence of constraining rules and the role of the

individual in determining project policy and confirmed the

findings of the earlier researchers.

Summary

The review of the literature has identified variables

which are judged to have an effect on residential

satisfaction. These variables were used to construct a

model which examined the direct effect of these variables

38

ou residential satisfactiou. The nodel also examiued the

indirect effect of these variables ou resideutial

satisfaction through the iuterveuiug variable of

leadership style.

Chapter III

METHODOLOGY

The purpose of this study was to measure the direct

effect of morale, functional health, social activity

level, and leadership style on residential satisfaction

using a path model. The study also measured the indirect

effect of morale, functional health, and social activity

level on residential satisfaction through the intervening

variable of leadership style. Demographic data were

collected to describe the sample and were used in the path

model as exogenous variables.

Operational Definitions

Residential satisfaction -a composite variable

consistinq of a measure of the resident•s satisfaction

with the physical aspects of the apartment and the social

environment of the apartment community.

geadership style-a measurement of the constructs of

leadership style along the continuum, exploitive-

authoritative, benevolent-authoritative, consultative,

39

40

and participative—group, suggested by Likert (1967) as

perceived by the resident.

Social activity - the frequency of resident travel

outside the individual apartment and of social contact

with other residents.Morale - the self-assessment of the inner states of

older people as determined by the Philadelpia Geriatric

Center Morale Scale (revised) developed by Lawton (1975).

Functional health — a measure of the ability to perform

routine, personal health maintenance and mobility tasks,

as measured by a self-reported scale from Golant (1984).

Instrument Development

The instrument used for this study was a self-reporting

questionnaire which measured the four endogenous variables

in the model: functional health, morale, social activity,

and leadership style. The instrument also was used to

collect needed demographic data.

Residential satisfaction is a composite variable with

measures of housing and community satisfaction as

suggested by Jirovec, Jirovec, and Bosse (1975). This

measure was developed by this researcher and uses a five

point Likert scale.

Leadership Style was measured using a self-reporting

scale developed by this researcher as adapted from Likert

41

(1967). This measure uses a five point Likert scale.

Social Activity was measured using a scale developed by

this researcher as adapted from Markides and Martin

(1979).

Morale was measured using Lawton•s (1975) Philadelphia

Geriatric Center (PGC) Morale Scale (revised).

Functional Health was measured using Golant•s (1984)

self-reporting scale.

Pilot Study

A pilot study was conducted with 200 residents in

January, 1988, for the purpose of testing the instrument.

One hundred residents were surveyed in each of two

identical apartment buildings located in Virginia. The

buildings selected were section 8, new construction,

financed by Virginia Housing Development Authority (VHDA).

Of the 200 instruments distributed, 129 were returned: 64

from one building and 65 from the other. The overall

response rate was 64.5%.

Before distribution of the pilot instrument, permission

r was obtained from the management entity to conduct the

survey. A letter, written by this researcher and signed

by the management entity, Appendix C, was delivered to

each resident approximately one week before the survey was

42

conducted. This was done to assure the residents thatmanagement was aware of the survey and had grantedpermission for the survey to be distributed. This wasnecessary as the instrument contains questions whichrequire judgments to made about the resident manager bythe respondents. The pilot instrument had a cover letterrestating the purpose of the study and requesting therespondent•s cooperation (Appendix D).

The pilot study used two methods to deliver the surveyinstrument. At one apartment building the residents weregiven the instrument at a group meeting announced by aletter delivered to each resident•s apartment (AppendixE). The completed instruments were collected as therespondents left the meeting. At the second apartmentbuilding the instruments were delivered by hand to eachresident•s apartment. The response rates between the twomethods were similar, 65 and 64 percent respectively.However, there were more incomplete surveys returned fromthose at the group neeting than from those who receivedthe surveys at their apartments. The second method,delivery of the instrument to the individual apartment,was used in this study.

Question response rates were analyzed in conjunctionwith SPSS Reliability Analysis to determine which

43

questions should be considered for removal from the

instrument. This analysis resulted in 27 questions being

omitted, reducing the number of questions from 92 to 65.

The results of the Reliability Analysis are in Table 3.

A listing of the endogenous variables with their

associated questions indicating which questions were

removed from the pilot instrument is in Appendix F.

‘ Sampling Frame and Response Rates

The sampling frame was the residents from that

collection of apartment complexes in Virginia which have

been built for the exclusive use of the elderly and are

subsidized by the Section 8 rent subsidy program.

Further, only those apartments which have been financed by

the Virginia Housing Development Authority (VHDA) and are

categorized. as “new construction“ were included in the

sampling frame.

At the time of this study there were 38 qualifying

complexes containing 5,198 apartment units. The complexes

ranged in size from 20 to 302 units. complexes that did

not have a full time resident manager were removed from

the sampling frame under the assumption that residents of

these complexes may not have enough interaction with a

part time manager to form the judgments required by the

44

*1'ab1• 3

zug gsi! ang

gumuigKunze.:9.:vax·iabl•Pilct R•¤ov•d

Final Original Final

RuidantialBatistaction 24 6 18 .76 .86

Laadarship Btyla 32 16 15 .90 .93

Mo1:a1• 17 0 17 .82 .82*

Functicnal H•a1th 12 0 12 .96 .96Bocial Activity 8 3 5 .78 .82

Total:*KR—20

45

survey. complexes larger that 175 units were also removed

from the sampling frame because complexes of this size

usually have an assistant manager and in some cases a

social director as well. The presence of more than one

authority figure may cause the residents• perception of

the manager to be blurred, thereby reducing the accuracy

of the responses.

This researcher had been employed by VHDA in a capacity

that brought him into direct contact with the managers and

residents of a number of these complexes. Those complexes

with which there had been prior association were removed

from the sampling frame as were those complexes used in

the pilot study. These adjustments resulted in the final

sampling frame of 19 complexes containing 2,156 units.

Each qualifying complex was assigned a number from 1

to 19 and a random number table (Kerlinger, 1973) was used

to construct an. ordered list. The Housing Management

division of VHDA was contacted by the researcher to

secure their permission to conduct the survey using the

complexes on the ordered list of qualifying complexes.

VHDA was also asked to help in securing permission from

the individual apartment complexes to conduct the survey

at their complex. VHDA agreed to allow the survey to be

conducted and to assist in gaining permission from the

46

individual complexes. VHDA•s approval was subject to the

restriction that only one follow-up letter could be sent

to respondents. The Housing Management Division of VHDA

sent a letter, Appendix G, to each of the complexes in the

sampling frame endorsing the survey and requesting the

cooperation of the apartment management companies.

Sample size was determined using the method described

by cohen (1969). Using an effect size of .05, a level of

significance of .05, and a power value of .80 produces a

recommended sample of size of 307. Assuming the response

rate of 64.5 percent experienced in the pilot study is

indicative of the sample population, a minimum of 475

survey instruments were required to be distributed. one-

half of the residents in each complex selected were

surveyed in order to increase the number of complexes

included in the study. Either the even or odd number

apartments in a complex were surveyed with the decision

being made by the toss of a coin.

Beginning with the first complex on the sampling frame,

the apartment complex management company was contacted and

asked to participate in the study. This process continued

until enough complexes were included to meet the threshold

of 476 participants. one management company agreed to

participate until after the required number of complexes

47

had been reached. That complex was included in the survey.

A total of 582 surveys (Appendix H) were distributed to

10 complexes. and 210 were returned for an overall

response rate was 36.1 percent. The response rates among

the complexes surveyed ranged from 26.9 to 56.5 percent.

The response rates of the individual apartment buildings

are summarized in Table 4.

Procedures

The surveys were mailed to the managers of the

participating complexes. The managers had agreed to

assume responsibility for distributing the surveys to the

residents• apartments. Instructions were provided to the

manager by this researcher indicating which apartments

(odd or even numbered) were to receive a survey. Each

survey had a cover letter, Appendix I, stating the purpose

of the study and requesting the respondent•s cooperation.

A postage paid, return envelope, was included with each

survey. A single follow up letter (Appendix J), as

permitted by VHDA, was sent to all residents.

completed surveys were coded as shown in the Data and

Formatting Plan, Appendix K. Data were analyzed using

the statistical analysis system SPSS PC+ (Norusis, 1988).

48

'1‘ab1• 4

1L;2.¤.g•¤ ¤ um

bxBurv•y• P•1:c•¤taq•

camunity D•1iv•x·•d R•tux·¤•d R•tu1·n•dot0

72 24 33.3 11.41 65 22 33.8 10.52 50 15 30.0 7.13 75 27 36.0 12.94 50 24 48.0 11.45 52 14 26.9 6.76 46 26 56.5 12.47 65 19 29.2 9.08 50 22 44.0 10.59 H 11 Zi.; 9.+..1

Tut!]. 582 210 36.1 100.0

49

V Data Analysis

The hypothesized model (Figure 1) was tested using

path analysis. Path analysis is a multiple-regression

based method for studyinq the direct and indirect effects

of variables hypothesized to be causes of variables

treated as effects. The path coefficients are equal to

the least squares regression coefficients. The

assumptions that underlie the application of path analysis

are (Pedhazur, 1982; Kenny, 1979):

1. The relationships among the variables in the model

are linear, additive, and causal. Curvilinear, or

interactive relations are excluded.

2. There is a functional relationship between cause and

effect. The variables are independent and all relevant

variables are included in the model.

3. There is a, one-way causal flow in the system.

Reciprocal causation between variables is ruled out.

4. There is a nonspurious relationship between the

variables. There is not a relationship between two

variables that vanishes when a third variable is

controlled.

5. The variables are measured without error.

6. Disturbance terms are uncorrelated with each other

and with the purely exogenous variables.

50

The hypothesized direct effects between variables in

the model were estimated using standardized regression

coefficients obtained by regressing each criterion

variable on the variables thought to be causes of it.

Estimates of hypothesized indirect effects, that is the

extent to which intervening variables account for

relationships among prior and subsequent variables, were

obtained by decomposing the zero-·order correlation

coefficient between the exogenous predictor variable and

the endogenous variable (Duncan, 1975; Alwin & Hauser,

1975; Wolfle, 1980).

Multicollinearity is of particular concern in sets of

structural equations (Kenny, 1979). Three indicators of

the possible presence of multicollinearity were examined.

These were: the standard errors of the path coefficients,

the zero-correlations among the independent variables, and

the Beta values. None of these indicators had values that

could be interpreted as indicating the presence of

multicollinearity.

BPSB Chi—Bquare procedure was used to examine the

respondents for evidence of systematic non-response within

subgoups, item non-response within subgroups, and

relationships between item non-response and within group

non—response. No significant relationships were found.

51

SPSS Frequency procedure was used to discover out-of-range

data values. All data values were within prescribed

ranges.

Chapter IV

DESCRIPTION OF THB BAMPLE

This chapter contains information on the respondents.

Their ages, education, gender, marital status, and how

long they have lived in their communities. Information

about respondent scores on the scales measuring the

independent variables is included in the final section of

the chapter.

Demographie Information on Respondents

The mean age of the 210 respondents by community varied

from 69.5 to 76.8 years. The mean age of the sample

population was 73.0 years (see Table 5). The median age

was 73.5 years and the oldest respondent was 92 years of

age. See Appendix L for additional information regarding

the age of the sample population.

Education levels ranged from six (2.9%) reporting no

formal education to three (1.5%) reporting post graduate

52

53

Tablc 5

Variablctr¤q•>

· Y•a:• otAqo Education !•a:• in connunity

(51-92) (0-19) (.1-12)

comnunity Haan stdD•v

Xaan std Dav Haan std Dcv

0 72.1 5.9 10.8 3.8 5.5 4.01 74.0 7.5 9.9 2.4 5.3 3.42 73.7 7.1 9.0 3.0 6.8 3.23 75.8 7.7 10.2 2.7 5.5 3.54 71.1 8.5 10.7 3.6 5.8 2.55 71.4 8.9 8.8 3.1 5.4 2.56 69.5 7.3 9.7 3.7 4.4 2.57 76.8 7.9 10.0 2.8 5.0 3.88 72.2 8.9 7.6 3.7 5.1 3.09 73.6 8.4 8.4 3.4 4.3 2.2

Population 73.0 8.0 9.6 3.4 5.3 3.1

Miaaing casa: 7 4 6

54

studies. The mean education level was 9.6 years (see

Table 5) with 58 respondents (28.7%) having completed high

school, the largest group. Those with eighth grade

educations comprised the next largest grouping with 12.4%

or 25 respondents. There were 74 respondents (36.6%) with

eight years or less of education. See Appendix L for

additional information regarding the education levels of

the sample population. The mean length of residency for

the sample population was 5.3 years (see Table 5). The

median length was 5.8 years. The vast majority of the

sample population was female, (89.3%), and about four

fifths were white (see Table 6). In community 4, located

in a major city, an equal number of whites and non-whites

responded. In community 6, which is also in a

metropolitan area, approximately one third of the

respondents were non-white as were those respondents from

Community 8 which is located in a rural city with a large

non-white population.

The majority of respondents (63.4%) were widows or

widowers (see Table 7). Respondents who were divorced

(14.6%), separated (7.8%), or had never been married

(4.9%) accounted for 27.3% of the sample. This indicates

that apparently 90.7% of the respondents are living alone.

55

Tabls 6

BJ.! IB! M9; 91 P!8•x

Racs

community !'•mal• Mals Ihits Non·vhit•

0 15 6 21 ·-1 18 4 17 52 13 2 14 13 27 • 25 24 23 1 11 115 14 - 13 16 22 3 17 87 17 2 16 38 21 1 14 82 1.4 .3. L6 1

Total 184 22 164 40

Pszcsntot Total 89.3 10.7 80.4 19.6

Missing casss 4 6

56

Tabls 7

22 §9.•.¤.9.¤.4.•.¤&.4 bx Qszaasmisx

Mazital Status

Iidow/ NavarCanmunity Marriad Saparatad Divoxcad Iidovar Marriad

0 6 - 8 7 -1 ·· 1 3 16 22 1 2 1 11 -3 1 1 2 22 14 3 2 3 14 15 3 1 4 6 —

6 1 3 3 15 37 2 2 1 12 28 2 2 2 15 12 : 2 2 12 :

T¤tl1 19 16 30 130 10

Pszcantot Tatal 9.3 7.8 14.6 63.4 4.9

MissingCSSC! 5

57

scale 8cores on Independent variables

The mean functional health sccres range from 34.7

(Community 7) to 45.1 (Community 5) where higher

functional health is indicated. by a higher score (see

Table 8). The mean score for the sample was 39.5. A

maximum score of 48 was reported by 25.2% of the

respondents making it the most frequent score (see

Appendix L). An analysis of variance indicates that a

significant difference (p < .05) exists on Functional

Health scores between Communities (see Appendix M).

The mean scores on the PGC Morale scale showed little

variation between Communities. The lowest mean score was

27.8 while the highest was 29.3 and the sample mean was

28.5 (see Table 8). The modal sccre of 29 was reported by

59 (28.5%) of the respondents (see Appendix L). Higher

scores are associated with higher morale and the range of

possible scores is 17 to 34. No significant difference

was found in mean morale scores between Communities (see

appendix M).

The range of possible scores in the social activity

scale is 5 to 20, with higher scores indicating higher

levels of social activity. The mean scores by Community

(see Table 8) varied from a low cf 11.9, Community 0, to a

high of 14.5, community 8, and the sample mean score was

9

58

Tsbls 8

ud 9.0.0.141Asxixiixvsrisbls

(tsngs)

lPuncticnsl socialssslth M¤:s1• Activity(12-4Ü) (17•3l) (5-20)

community Mssn std Dsv Mssn std Dsv Mssn Std Dsv

0 41.4 8.9 27.8 2.9 11.9 4.11 42.2 7.3 29.3 1.6 13.4 3.72 41.4 10.5 29.7 1.5 14.2 2.93 36.4 12.3 28.5 2.7 13.1 4.04 41.6 7.9 28.8 2.6 12.4 3.15 45.1 5.0 28.4 2.1 15.8 2.36 38.4 11.8 28.2 2.2 12.9 3.97 34.7 14.3 28.0 2.4 12.2 3.18 35.2 13.1 28.3 2.9 14.5 3.99 41.8 7.5 27.9 2.1 13.4 4.2

Populsticn 39.5 10.7 28.5 2.4 13.2 3.7

MissingCssss 4 3 6

59

13.2. See Appendix L for response rates by Social

Activity score. There was no significant difference in the

Social Activity scores between Communities (see Appendix

M).

The range of possible scores on the leadership scale is

17 to 85. The sample mean score was 56.1. The highest

mean score (60.6) was reported by Community 8 and the

lowest mean score (47.2) by Community 9 (see Table 9).

Individual scores varied from 28 to 85 with a modal score

of S8 (see Appendix L). An analysis of variance of the

mean scores by Community indicates there is a significant

difference (p < .0001) in the Leadership Style scores

between Communities (see Appendix M) .

Possible scores on the Residential Satisfaction scale

range between 18 and 90. The sample mean score was 55.2

with a high mean score of 59.9 and a low mean score of

53.0 reported by Communities 8 and 7, respectively (see

Appendix L). The modal score for individual responses was

54 (see Table 9). There were no significant differences

in the mean Residential Satisfaction scores between

Communities (see Appendix M) .

To summarize, the ••average•• respondent in this study is

a white female, 73 years of age, widowed, with a ninth

grade education, who has lived in her apartment for a

60

Qgmusisx

v•ri•b1•

Batistactien(17-85) (18-90)

connunity M•a¤Std

¤•v M••¤std ¤•v

0 58.9 7.4 54.0 9.61 59.3 8.6 55.0 7.12 54.1 9.0 53.5 2.93 56.1 6.7 54.3 6.04 59.0 7.4 55.0 8.45 58.6 4.4 55.1 6.96 53.3 9.7 56.4 4.87 51.2 10.4 53.0 6.18 60.6 6.9 59.9 9.69 47.2 10.0 54.8 4.0

Populaticn 56.1 9.0 55.2 7.1

uiasinq Cllll 3 2

61

little more than five years. she reports what are judged

to be cood levels of Functional Health and Morale and

engaqes in a moderate level ot social Activity. she is

moderately satistied with her residential situation.

The relation ot the respondents• characteristics to

residential satisfaction will be discussed in the next

chapter.

Chapter V

FINDING8 AND DISCUBBION

The results of the statistical analysis are presented

in this chapter, followed by a discussion of the findings

and implications. Results of the regression analysis and

the correlation matrix are presented in Appendix N.

Examination of the Hypotheses

The coefficients shown in Figure 2 are path

coefficients. They are standardized partial regression

coefficients resulting from regressing each criterion

variable on the variables thought to be the causes of it.

They indicate the relative importance of each variable for

this sample in terms of standard deviations and represent

the direct effect of the given independent variable on the

given dependent variable holding the effects of all other

variables in the model constant.

zero-order correlations between the endogenous

variables and the dependent variable, residential

satisfaction, are given in the first column of Table 10.

62

63

g ZE 3 *3: B „

EE;2S: '. gg 2. ° " 5QE9*E

°L6 BCUß 9*c •QEä 2Ü QO

«-1' %’GJ¤-·•

EUN

¢*. _

w

zä H SB22;* 2E

g. E'I'· .2 2O •L.

ö¤ -;·.· E» g‘

In7 IE?vzG:Q)22 ··T 2

.E

ggE

_Z

>‘

>„

C5ä •*5 ¤>{.| 6-}~• _

én

. |'

= .2, 22 2 2 2 2I • •II Ig ; E =ns

0

°~c**5

?i:=.·.;:~e 2. Hwczhssizeci model of residential satisfaction·

With path ValLlE*S•

64

Zero-order correlations for the exogenous variables are

shown in Figure 2. In path analysis zero-order

correlations represent the total standardized association

between variables. Joint association results from

unanalyzed correlation with other predictor variables

(Alwin & Hauser, 1975). Spurious association is part of

the association between residential satisfaction and

leadership style that is spuriously caused by the

remaining variables in the model (Wolfle, 1980).

Table 10 has been constructed using only those path

values which are significantly different from zero

(p < .05). If the path value is not significantly

different from zero the utility of the path is

questionable (Kenny, 1979). Figure 2 reports the results

of the path analysis for the model.

giggt hypothesis. — Leadership style is positively

related to residential satisfaction.

The direct effect of leadership style on residential

satisfaction of .329 (see Table 10) indicates a positive

relationship between the variables. The leadership style

of the manager is a strong cause of residential

satisfaction among the residents of the apartment complex.

Due to this positive relationship, the first hypothesis

is retained.

65

Table 10.

Decoooosition Table Q Q Effects gi Variaoles

Bivariate Total Total Direct lndirect Joint SouriousRelationship Association Effect Effect Effect Association Association

1112 . 437 .329 .329 none none .1081115 .272 .222 .163 .059 .050 none1114 .095 .071 .035 .036 .024 none1115 -.079 -.067 -.017 -.050 -.012 none1215 .192 .179 .179 none .013 none1214 .089 .142 .113 .029 -.053 none1215 -.163 -.168 -.173 .005 .005 none

Note: 11 — Residential Satisfaction; 12 ~ Leadership Style; X; - Social Activity;14 · Horale; 15 - Functional Health.

66

Second hypothesis.- Social activity has a direct

positive effect on residential satisfaction and an

indirect positive effect via the intervening variable

leadership style.

Social activity emerges as having a positive direct and

indirect effect on residential satisfaction (see Table

10). Social activity may be viewed as a direct positive

cause of residential satisfaction and as a positive

· indirect cause via leadership style.

Because of these direct and indirect positive effects,

the second hypothesis is retained.

Third hypothesis. — Morale has a direct positive effect

on residential satisfaction and an indirect positive

effect on residential satisfaction via the intervening

variables of leadership style and social activity.

Morale has a small direct and indirect positive effect

on residential satisfaction (see Table 10). Morale may be

interpreted as a positive direct and a positive indirect

cause of residential satisfaction through the intervening

variables of social activity and leadership style.

As a result of the positive direct and indirect effect

of morale on residential satisfaction, the third

hypothesis is retained.

Fourth hypothesis.- Functional health has a direct

67

positive effect on residential satisfaction and an

indirect positive effect on residential satisfaction via

the intervening variables of leadership style, social

activity, and morale.

Functional health has a negative direct effect and a

negative indirect effect on residential satisfaction (see

Table 10). Functional health appears to act as a

suppresser on residential satisfaction, both in its direct

and indirect effect on residential satisfaction.

Due to the negative direct effect and the negative

indirect effect of morale on residential satisfaction, the

fourth hypothesis is rejected.

Discussion of Findings

When the components yielded through decomposition of

the zero-order correlations, the direct and indirect

effects, are both positive or negative, they may be

interpreted as a percentage of the total association

(lolfle, 1980). This approach proves useful in this

analysis.

Functional Health

It is interesting· to note that 75% of the negative

total effect of functional health on residential

68

satisfaction is caused by its indirect effect via the

intervening variables. Functional health appears to act

as a suppresser variable. The functional health of the

sample population is a direct cause of a reduction in

residential satisfaction. When viewed through the

intervening variables, the negative effect of functional

health on residential satisfaction persists.

The largest contribution to the indirect effect of

functional health is through leadership style (88%). This

seems to indicate that the positive effect of leadership

style on residential satisfaction is reduced by functional

health. This may also mean that the positive effect of

leadership style is unable to overcome the negative effect

on residential satisfaction of declining health. However,

the path from functional health through morale, social

activity, and leadership style is positive. This may mean

that the negative effects of health may be overcome by the

combined effects of high morale, increased social

activity, and effective leadership.

Morale

Morale has a significant positive effect on

residential satisfaction. The total effect of morale is

69

evenly divided between direct end indirect effects. Thus

morale is seen es being a direct, although insignificant,

cause of residential satisfaction. Morale also is a

significant indirect cause of residential satisfaction.

This may indicate that morale effects the level of social

activity the residents engage in which may, in turn,

increase contact with the manager and thus the menager•s

leadership style. Increased contact with the manager may

lead to increased communications and a better

understanding of the menager•s role, friendship with the

manager, and subsequently an increase in residential

satisfaction via leadership style.

Social Activity

Social activity has a positive direct and indirect

effect on residential satisfaction. That social activity

is a direct cause of residential satisfaction is

consistent with the findings reported in many studies.

The indirect effect of social activity on residential

satisfaction may be caused by increased contact with the

manager by socially active residents. Increased contact

may facilitate friendships, and lead to a better

understanding· between the resident and the manager

regarding the issues that effect residential satisfaction.

70

Increased contact may also help to minimize the resident•s

apprehension regarding the manager•s motives, power, and

intentions regarding the residents.

LeadershipLeadership

style emerges as the most significant cause

of residential satisfaction for this sample population.

When viewed as an influence process in which effective

leadership is defined as the efforts of the leader to

influence another person, leadership provides a framework

for interpretation of this causal relationship.

Much of the manager•s ability to influence the

residents rests with the legitimate power inherent in the

manager•s position. The manager controls all aspects of

the daily life in the complex: the level of social

activity, the number and times visitors are allowed, and

which applicants are approved for residency. Personality

conflicts between the manager and residents are almost

always resolved in favor of the manager. Most important,

the manager controls who is allowed to remain in residency

through interpretation and enforcement of the rules. This

power of the manager is manifested through leadership

style and the manager•s leadership style is the medium for

the interaction with the residents. Thus, the leadership

71

style of the manager has a strong positive effect on

residential satisfaction.

A Refined Model

The model in Figure 2 has at least two detractions: 1)

it is too complex, and 2) interpretation of indirect

effects through multiple intervening variables is

unsatisfactory. The model was reconfigured as shown in4

Figure 3 to eliminate the exogenous variables which had

contributed little (.014) to the R square value. By

making functional health, morale, and social activity

exogenous variables, the possible confounding effect of

intercorrelation between these variables is removed from

the interpretation of the model. Bxogenous variables, if

they are correlated, are viewed to be so for reasons

outside of the model in path analysis.

The original model shows education as having the

strongest direct effect on residential satisfaction from

among the exogenous variables. For this reason the model

was analyzed separately for those respondents with an

eighth grade education or less and those with a ninth

grade education or greater. (Bee Appendix 0 for

frequencies of sex and race by education.) Figures 3 and

4 report the results of the path analysis for each group.

72

FunctionalHealth :5 ‘ 01;

.290aLeadership 4Style :2 '

‘6a022 Moral _ Ozg iiilstactlcn"‘ (R2 - .227>.109

°

Social,‘2ß‘*°

Actlvely:3

Figgre L Path analysis diagram: Education equal to orless than eight years.

note — a = siqnificant an the .05 level or beyond.

vs

Functional.Health :5 ' 019

\~J

. 1 15 Leadership _Stylexz 26%

Rgsidßfltlal° Motal

_0 O g g Satlsfacilcn

:4 *1(R2¤.1O2)

.207a

9Social·‘·"

Actlvety:3

Figure L Path analysis diaqram: Education equal to ozQIBBYZGI thlll Ilillß YG§1'S•

note - a = siqniticant an the .05 level or beyond.

74

The refined model, for the group with sight or less

years of education, explains 32.7% of the variation in

residential satisfaction, an increase ef .065 (25%) over

the original model. The path analysis for the group with

nine years of education or more was able to explain only

10.2% ef the variation in residential satisfaction.

Zero—order correlations among the variables in the

model are given in the first column of Tables 11 and 12.

(Tables 11 and 12 are constructed without regard for

significance of path values.) For the exogenous variables

zsro—order correlations are given in Figures 3 and 4. The

correlation matrices and regressions for the group with

sight years or less and for the group with nine years or

mere of education are found in Appendices P and Q,

respectively.

Leadership style again emerges as a strong positive

cause of residential satisfaction; it is much strenger

for the group with sight years or less of education (.446)

than for the group with nine years or more (.267).

Respondents with nine years or more of education may have

been more likely to have held management positions in

their working life and are possibly less threatened by

those in management positions. Those with more education

· may have had better jobs, and thus more income and believe

75

Table 11Decoogositxon Table Q Q Effects QVar1ables ; Education Q Q QEgual gg Eight.

Divariate Total Total Direct Indirect Joint SourxousRelationship Association Effect Effect Effect Assoz, *1on Association

1112 .525 .446 .446 none none .0791415 .383 .371 .234 .137 -.011 noneX114 .147 .134 .028 .106 .013 none1115 -.046 -.093 .017 -.110 -.139 noneXZXI .327 .307 .307 none .020 none1214 .198 .237 .237 none -.039 none1215 -.172 -.247 -.247 none .075 none

note: 14 - Residential Satisfaction; 12 — Leadership Style; 15 · Social Activity:14 · Horalez 15 — Functional Health.

76

Table 12.Decongosition Table Q Q Effects Q Variables ; Education Greater LQ QEgual gg Nine.

Bivariate Total Total Direct Zndirect Joint SouriousRelationship Association Effect Effect Effect Association Association

Xllg .280 .267 .267 none none .013lll; .180 .178 .149 .029 .002 nonelll; .054 .019 .009 .010 .035 noneXXXS .019 -.014 • .019 -.033 .033 none

· Xgl-; .093 .107 .107 none -.014 noneXgl; .045 .037 .037 none .008 noneXglg -.100 -.123 -.123 none .023 none

Note: X1 — Residential Satisfaction: lg - Leadership Style; X; - Social Activity;X; - Horale: X5 - Functional Health.

77

themselves to be on a similar social level as the manager.

While those with less education may have spent more time

in “worker“ positions directly subject to the influence

and power of a manager.

The direct effect of social activity on residential

satisfaction is mixed; a strong effect for the group with

eiqht years of education or less and a minor effect for

the group with nine years or more. Those with more

education may be able to satisfy their social activity

needs outside of the apartment community and its

activities, through hobbies, or attendance in activitiel

outside the community for which they developed an interest

as a result of more education. Those with less education

may have had less discretionary money during their working

lives with which to develop outside the home interests and

hobbies because they worked in lower paying jobs.

The effects of functional health are mixed. For both

groups the direct effect of functional health is small but

positive. The indirect effect through leadership style

for the group with less education is many times larger

(-.110) than for the group with more education (-.033)

and the effect in both cases is negative. The positive

direct effect of health on residential satisfaction was

anticipated from previous research.

78

The negative effect via leadership style in this sample

may be explained by the relationship between a resident•s

health and continued residency. Residents in this sample

must be capable of independent living in order to remain

in these subsidized apartments. Discovery by the manager

of reduced ability for independent living might mean

forced removal from the apartment. Few alternatives for

housing exist for these individuals who qualified for

their current housing because of their minimal incomes.

Thus, while health may have a direct positive effect on

residential satisfaction, it becomes a suppresser or a

liability when considered via leadership style and the

manager•s ability to use health as a means to remove

residents from their current housing.

Chapter VI

SUMMARY, CONCLUSIONS, IMPLICATION8,

AND RECOMHENDATICNS FOR PURTHER RESEARCH

A summary of the study including methodology and

findings is presented in this chapter. Conclusions based

on the findings are presented along with implications of

the study. The chapter concludes with recommendations for

further research.

Summary

The principal objectives of this study were to

determine: a) the direct effect of the apartment manager•s

leadership style on residential satisfaction and b) the

direct„ effect and the indirect effect, via intervening

variables, of functional health, morale, and social

activity on residential satisfaction using a path model.

The sample for this study consisted of residents of

Section 8 government subsidised housing for the elderly in

Virginia financed by the Virginia Housing Development

Authority. The majority of the respondents were widowed,

white females with an average age of 73. The sample was

79

80

drawn from 10 apartment complexes selected from a list of

19 complexes containing 2,156 apartment units. A self-

administered questionnaire was developed, pretested, and

revised as needed, and sent to one-half of the residents

in each of the 10 complexes in June, 1989. The responses

were scored to determine the respondents• levels of

residential satisfaction, perception of the manager•s

leadership style, level of social activity, and functional

health. Morale was measured using the PGC Morale Bcale

(Lawton, 1975). The questionnaire was sent to 582

apartments in 10 apartment complexes. A total of 210

usable responses were obtained from the initial mailing

and one follow-up mailing. The total response rate was

36.1%.

The path values were determined using multiple

regression techniques. Leadership style emerged as having

the strongest direct effect on residential satisfaction

(.329). Social activity had the next strongest effect on

residential satisfaction with a total effect of .222,

followed by morale with a total effect of .071.

Functional health had a negative total effect of .067.

The model explained 26.2% of the variance in residential

satisfaction in the sample population.

The model was refined eliminatinq demographic variables

81

and positioning functional health, morale, and social

activity as exogenous variables with leadership style as

the intervening variable. The analysis was conducted

separately for the group of respondents with eight years

or less of education and for the group with nine years or

more of education.

Leadership style again emerged as having a strong total

effect on residential satisfaction for both groups. TheVtotal effect of every bivariate relationship was greater

for the group with less education than for the group with

more education. The total effect of leadership style on

residential satisfaction was .446 for the less educated

group and .267 for those with more education. For social

activity the total effect was .371 and .178; for morale

.134 and .019; and for functional health -.093 and -.014,

respectively.

The model for the group with eight years or less of

education explained 32.7% of the Variance in residential

satisfaction while this model for those with nine years

or more of education explained 10.2% of the Variation in

residential satisfaction.

82

conclusions

On the basis of this study, the following conclusions

about elderly residents of government subsidized apartment

complexes seem justified:

1. The leadership style of the apartment manager has a

strong direct effect on the residential satisfaction of

the apartment residents.

2. The level of social activity of the residents has

a strong direct effect on their residential satisfaction.

The indirect effect on residential satisfaction is less

than the direct effect.

3. The direct effect of morale on residential

satisfaction is minor. The indirect effect of morale is

approximately the same, though less, than the direct

effect on residential satisfaction.

4. Functional Health has a minor, though negative,

total effect on residential satisfaction.

5. There is a substantial difference in the total

effect of leadership style, social activity, morale, and

functional health on residential satisfaction for the

subgroup in the sample with eight years or less of

education when compared to the subgroup with nine years or

more of education.

83

Implications

The magnitude of the effect of the manager on the

residents was probably best summed up by one of the

respondents to this survey:“If

you•re friends with the

manager and give her cakes, your life is easy. If you•re

not her friend, you•re left out.“ The influence the

manager has over the residents• lives and their future in

the complex cannot be overstated. Because managers have

this power they must be taught to use it effectively to

maximize the residential satisfaction of the residents.

Effective leadership techniques can be taught to managers

to help them exercise their power effectively. For

example, managers can be taught how to communicate

effectively, which is a major factor in successful

management and effective leadership.

Government policy makers and senior management of

property management companies should recognize that it may

be possible to increase residential satisfaction by

training the resident manager in effective leadership

techniques and strategies. The training could be designed

to take into consideration the differences in the effect

of leadership apparently caused by the level of education

of the residents. This training can be accomplished with

84

minimum expense and without regard to the physical aspects

of the apartment building.

Recommendations gg; Further Research

The following recommendations are made for further

research regarding the effect of the manager•s leadership

style on the residential satisfaction of elderly apartment

residents:

(a) Further research is needed to determine which type

of leadership style is most effective for

increasinq residential satisfaction.

(b) Further research is needed to determine why those

residents with less education are more strongly

affected by the leadership style of the manager.

(c) The refined model should be tested to determine

if significant differences in the effect of

leadership style exist between groups based upon

sex, race, age, years in community, and marital

status.

(d) Further research is needed to determine why

functional health has a negative effect on leader-

ship style.

(e) The type of social activity which is most

effective in increasinq residential satisfaction

should be identified.

85

(f) Further research is needed to test a modified

version ot the retined model in which tunctional

health and morale remain exogenous variables,

leadership style and social activity are

endogenous variables, where leadership style

precedes social activity and residential

satisfaction remains the dependent variable.

R8F8R8¤c88 CITBD

Alwin, D. F., 8 Rausar, R. M. (1975). Tha daoonposition otatfaota in path analysis. 3g;g1;;; §g;1g1gg1;;1 3av1gw,gg, 37-47.

Andrews, R.M., 8 Iithay, 8.8. (1975). §g;1;1 1;g1;;;gg; gggg11;y;1gg. Naw York: Planun.

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Francascato, G., Iaidanann, 8., Andarson, J., 6 Cbanovath, R.(1979)- :;:14:::;: :::;:1:::19: in ¤!¤::::1:::9 hsuning:D!!i§E QR! IAAASQEQBE 1§£$2I!· VlIhi¤9t¤¤. ¤•¢·= U-8-Dapartnant ot Housing and Urban Davalopnant.

Franklin, J.L. (1975). Ralations anong tour social·psychologica18¤P•¢t8 ¤f ¤rq•¤i¤•ti¤¤•- Adaininsrasiza ßsinnsz 2::::::11.gg, 422-433.

Gans, H.J. (1967). P1anning—and city planning·tor nantalhaalth. In I. Bldradaga (Hd.), gggggg gggglggggggg vg; gg.Nav Jarsay: Doubladay.

Glastar, G.c. 6 Hassar, G.I. (1981). Rasidantial satistac-tion: conpositional contaxtual corralatas. gggggggggggang ßgnaxigr. 11. 735-758-Gclant, 8. M. (1984). Tha attact ot rasidantial and activitybahaviors on old paopla•s anvironnantal axpariancas. InB. Altnan, I. Povall, 6 G. Ioldvill (Bds.), gldaggy ggggggagd ggg ggggggggggg (pp. 239-278). Nav York: Planum.Goss, R. c., 6 Day, 8. 8. (1985). Housing conditions and sat-istactiona ot cantral Appalachian coal ninars. goma

l£2R9§i£§ Bszzsish IQBIRLL. 11. 279•29¤•

Hanblaton, R.R. 6 ounp•r:, R. (1982). Tha validity ot Harsayand B1anchard•s thaory ot laadar attactivanass. Qgggg g2:9;:1:::12::1 axgdigg. 1. 225-242-Hamovitch, H.B. 6 Patarson, J.B. (1969). Housing naads andsatistactions ot tha aldarly. ggggggl gg ggggggggggy, gg,

Hardy, D. R. (1987). Tha tutura ot social sacurity. ggggg;B.9.¢£I'.iLY §l!l.1.9$.i¤. §.9.(8). 1-3·1-8-

H¤y•¤. 8-A- (1985)- Th: 1:§1:al gszzxuzni and urban hsuglng-Nav York: Btata Univarsity ot Nav York.

Harsay, P. 6 Blanchard, LH. (1969) Liga cycla thaory otl••¤•r•hi¤-Training and ¤;zg1g¤¤;¤: 19u:n:1. 21. 28-34.

~ Harsay, P., 6 Blanchard, x.H. (1982). gggggggggg gg gggggggg;iisnsl hahaxiszi Hsillzing hung: :::gu::::- (4th td-).znglavood clitts, HJ: p:•¤t1¤•-¤•11.

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Houso,R.J. (1971). A path—goa1 thoory ot loador ottoctivonoas.ßaiaaaa Q.u:.t.•.r.11- 1.6.. 321-339-Inman, M., 6 Duttus, J. (1985). Adaptntions to dvollinga andintoriora by indopondont oldor adults tollovinq rolocation.

lallnäl 21 §2§!i§9 {Q! Ih! Bléalli) 1(¢)» 51*61-

Jirovoc, R. L., Jirovoo, M. M., 6 Bosso, R. (1985). Rosidon-tial satistaction as a tunction ot nicro and nacro onviron-nontal conditions anonq urban oldorly non. gggggggg ggggggg, 1, 601-616.

Jirovoc, R.L., Jirovoo, M.x., 6 Bosao, R. (1984a). xnviron-nontal dotorminanta ot noighborhood aatiataction amongurban oldorly non. ggg ggggggggggggg, gg, 261-265.

Jirovoc, R.L., Jirovoc, X.x., 6 Bosso, R. (1984b). Arch-itoctural prodictors ot housing aatistaction among urban•1¤•1·ly ¤•¤- -E.u¤al at Bauma tar aha B.1_.:.11d• ) 2- 21-32-x•z·11¤q•z·, P-zu (1973)- zu Iasmaaaiana at b.•.¤.u1a:a1 rugggggg. (2nd xd). Nov York: Holt, Rinohart and Iinaton.

K•¤¤Y« D- Ä- (1979)- QQIIQLLLLQR RQ! ££B1Ali£!• N•V Y¤!k=Iiloy-Intoracionco.

Kozmo, A. 6 Btonos, M.J. (1983). Prodictors ot happinoaa.Jsäual at 11- 626-626-Lako, I.8• (1962). Housing protoroncos and social pattorns.In c. Tibbita 6 I. Donahuo (xda.), gggggg ggg gggggggggggglggggggg gg ggggg. Nov York: colunbia Univorsity Prosa.Laraon, R. (1978). Thirty yoars ot roaoarch on tho aubjoctivovoll-boing ot oldor Anoricans. gggggg; gg ggggggggggy,

Q}Lasaoy, I.R. 6 Bashkin, x. (1983). Basic concopta ot loador-ship. In I.R. Lasaoy 6 M. Bashkin (oda.), Lggggggggg gndßggggl gggggg, (pp. 1-10). Ban Dioqo: UnivoraityAsaocintos, Inc.

Lavtcu- M- P- (1974)- zmnnma ana auaama hsaama tar auggggggg. Nov York: Intorscionco.

Lavton, M.P. (1975). Tho Philadolphia Goriatric Contor moraloscnlo: A rovision. Qgggggg gg ggggggggggg, gg, 85-89.

90

Lavton, M. P. (1977). Tha impact ot environment on aging andbehavior. In J.!. Birren 8 l.I. Bhaiae (ade.), gggggggg9.: :.19 uuhglux 9.: 19.1ns- (PP- 23-4¤> ¤•v ¥¤rk=van Nostrand Reinhold company.

Lavton, M. P. (1980). Housing for the elderly: Reeidentialquality and residential satistaction. gggggggg gg ggggg,g, 309-327.

Lavton, M.P. (1983). znvironnent and other determinants otwell-being in older people. ggg ggggggggggggg, gg,349-357.

Lavton, M. P., Brody, B. M., 8 Turner~Massey, P. (1978). Therelationship: ot environmental tactore to changes in well-b•1¤q- 111 11- 133-137-Lavton, M. P., 8 Cohen, J. (1974). The generality ot housingimpact on the well-being ot older people. ggggggg gg

2.21 1"'2°‘•

Lawton, M. P. 8 Mahemov, L. (1973). lcology and the agingprocess. In c. tisdorter 8 M. P. Lavton (Eds.), ggyggggggy9.: Q1 mins- I••¤1¤qt¤¤. ¤-¢-= A¤•r1<=•¤Psychological Association.

Lawton, M.P., Nahenov, L., 8 Teatt, J. (1975). Housing charac-teristice and the vell·being ot elderly tenants intederally assisted housing. ggggggg gg ggggggggggy, gg,601-607.

Likert, R. (1961). ggg gggggggg gg gggggggggg. Nav York:Mccrav Hill.

Likert, R. (1967). ggg ggggg gggggggggggg. Mau York: McaravRill.

Lohmann, N. (1980). Lite eatistaction reeearch in aging: Im-plicatione tor policy development. In M. Datan 8 N.mum (Eds-). 1*.:11;:.:.:9.:;; 9.: Asus (PP· 27-4¤>· NWYork: Academic Prese.

Merane, R.I. (1976). Perceived quality ot residential en-vironments. In k.¤. crank 8 8.H. Zube (Bde.), ggggggggggQyzixggagnggl gygligi- (pp.112-120) Nav York: Plenum Prees.

91

Markidas, K. B., 6 Martin, H. I. (1979). A causal nodal otlita satistaction anong tha aldarly. ggggggg gg ggggg;SM„9$1, M, 86-93-

McAulay, w.J. (1977, March). 2221 2221:22 222:2222:121122 21122 :221222212l QHZIIQIIQHI 222 IÄÄQÄÄÄQQÄ 21 :221222112lgggggggy. Papar prasantad st tha annual naatinq ot thaIastarn Garontoloqal sociaty.

McAulay, I. J., 6 Ottarla, J. M. (1983). Parcaivad suita-bility ot rasidanca and lita satistaotion anong tha aldarly

::¤7:•¤d1¤•pp•¤- 222:221 21 :222122 12: 122 BÄQQIÄI: 1<1),Madlay, M.L. (1976). Batistaction with lita anong parsona 65

yaars and oldar. ggggggg gg Qgggggggggy. gg, 448-455.

Montgonary, J.B. (1967). Housing ot tha rural agad. In H.G.Y¤¤¤l¤l (Ed-), 2122: :2:21 222:1222, (pp- 163-185)-Laxingtonz Univarsity ot kantucky Prass.

Montgonary, J. B. (1972). Tha housing pattarns ot oldarf•¤11i•¤- 222 :22111 QQQIQÄRISQI1 11, 37-46-Norusis, M. J. (1988). gggggggg Vz.9 gggg gggggg. Chicago:

BP88 Inc.

O•Bryant, 8. L. (1983). Tha subjactiva valua ot “hom•“ to¤1d•r h¤¤•¤v¤•r•-122:221 21 :222122 12: 222 :122:11, 1(1),

29-43.

reduasuz, ¤.J. (1982)- 221:1212 :22:222122 12 Elhéiiélßl :2:gggggg. (2nd ad.). Haw York: Holt, Rinahart and Iinston.

Patarson, J.A., Hanovitch, M., 6 Larsan, A.B. (1973).:222122 22222 222 22112122:1222 21 122 2122:11- L6:Angalas: :thal Parcy Andrus Garontology cantar.

Pynoos, J. (1987). Housing tha aqad: Public policy at thacrosaroads. In V. Raqniar 6 J. Pynoos (xda.), ggggggg222 22221 222122 21:2211122 24 221121 Q222122:211222(pp. 25-46). Naw York: Blsaviar.

Raqniar, V. (1983). Urban naighborhood cognition. In G.R¤Vl•l 6 R- ¤ht• <:¤•-), 22122 222 2111221 :211:22222;:1pggggggggggg gg ggggggg ggg. Maw York: Acadanic PraaPrass.

92

Richards M.D. G Grssnlaw P.s. (1972). ggggggggggg Qggggggggggg {gggyggg. H¤¤swcod,’I11incis: Irwin.

sashkin, M. G Lasssy, I.R. (1983). Thsoriss ot lsadsrship.In I. R. Lasssy 8 M. Bashkin (Eds.), Lggggggggg ggg gggggggggggg (pp. 91-106). san Disgcs Univsrsity Asscciatss, Inc

shlay, A.8. (1984). castlss in ths sky: Msasurinq hcusinqand ¤•iqhb¤r¤¤¤¤ i¤•¤l¤q7- §1x1r2121; 112 12111121. 11,(5), 593-626.

smith, R. G Lipman, A. (1972). constraint and lits satistac-¢i¤¤· l22£12l 21 §2I21;2l2§!• 2Z(1)- 77•82•

springsr, P. B. (1985). Hans squity ccnvsrsion plans as ascurcs ct rstirsmsnt inccns. gggggg gggggggg gggggggg.gg (9), 10-19.

stogdill, R.M. (1974). ggggggg gg gggggggggg. Nsw Ycrk:Prss Prsss.

Btrvyk.R-J-. B•¤¤i¢k- M- <19¤1)- 1222112 !2§£h!I§ 121 2122221; 122221; 112E 1 11112111 1;;;:1111;; ¤••¤i¤q=¤¤.

D.C.: Tha Urban Instituts.

Tannsnbaum, R., G schnidt, I. (1958). Hcw tc chooss a lsadsr-¤¤1p p¤==•r¤· 11121:2 BBIÄHQI! 12212;- 22. 95-121-Tcssland, R., G Rasch, J. (1978). Pactors contributing tooldsr p•rscns• satistaction with thsir ccnnunitiss. gggESIQREQLQQLQLI 11, 395·402•U. 8. Dspartnsnt st connsrcs, Bursau ct ths csnsus. (1987).

§;1;1;;1211 QEILIQES 21 212 211;;; 2;1;2;; ¤•¤¤i¤q;¤¤.D.C.: U.8. Printing Ottics.

U. 8. Dspartnsnt ct Kcusing and Urban Dsvslopnsnt. (1978).I1111 12221; 21 ;12 ;1;1 12122 QD 1212111 22;;;-Iashington, D.c.: IUD.

Isidsmann, B., G Andsrson, J. R. (1980). ssptsmbsr. {ggg;222211121 2x111;;121; ÄHLSÄIBÄÄY 1221112- P¤p•r pr•¤•¤—tsd at ths Amsrican Psychclogical Asscciation ccnvsntian,Mcntrsal, Canada.

93

Isidsnann, 8., Andszson, J., 0•Donnsll, P., 8 Buttsrtisld, D.(uam- B99.i3•.¤99.t.•.t.v.:. B9.•9.a:9.h99:9:19919 1*.1999 9.21:9.:.:Lu 2:93:9- ¢¤i¤•q¤= ¤¤¤¤i¤qRsssarch and Dsvslopasnt Proqran.

Iindlsy, P. G., 8 Bchsidt, R. J. (1982). An scoloqical nodslot nsntal hsalth anonq snall-town tuxal sldsrly. ggggggl

2:Ioltls,

L.M. (1980). Btratsqiss ot path analysis. Aggggggg¤.4u9.a2i9.¤.al B.•9.•.•:9h J93:2al. 1•3•¤¤•-

Iolk, I., 8 Tsllssn, 8. (1976). Psychological and socialcorrslatss ot lits satistaction as a tunction ot rssidsn-tial constraint. ggggggl gg ggggggggggy, gg, 89-98.

zais, J., Btruyk, R., 8 Thihodsau, T. (1982). ggggggg1:1199392 19.: 9.199.: 829:.1939- ¤••¤i¤q¢¤¤. ¤-<=-= 'rh• ¤:b¤¤Instituts Prsss.

APPENDIX A

VHDA Management Plan Guidelines

94

. 95

MANAGEMENT PLAN

Before a management agreement will be endorsed by Virginia Housing, a Manage-ment Plan acceptable to the Authority must be submitted. The Plan shouldcover all pertinent areas of management so that it provides a comprehensiveand detailed description of the policies and procedures to be followed in theday to day management of the development. The Plan should include samples offorms and letters and must respond in depth to each of the following areas.1. Role and Resoonsibilitv of Owner and Managin Agent.......................................£......

a. Who shall represent the Owner in matters relating tothe management of the development?

b. What are the lines of authority, responsibility andaccoutability within the management entity?

c. In what areas or under what conditions must the Man-aging Agent consult the Owner before taking action?1.e. What limits are placed upon the Agents Authority?

d. Are the respective responsibilities of the Owner andthe Managing Agent listed? Are these responsibilitiesclearly defined so as not to overlap? Are they clearlyassigned? Are all basic responsibilities covered?

2. Staffing l

a. What are the anticipated staffing needs of the develop-ment? What wages or salary shall apply to each position?

b. What duties and responsibilities will each of the staffhave? (Please provide job descriptions) To whom willeach of the staff be responsible?

c. What qualifications are each staff person expected toposaesa?

d. Is there a probation period? Will there be regular per-formance reviews? .

e. Is all hiring in conformance with equal employment oppor-tuity requirements?

f. What rules shall apply to employees, i.e. conduct, atten-dance, appenrance, etc.?

g. Which staff persons will be required to live“at the de-velopment? What conditions and controls shall apply toemployee-apar¤m•nnsZ

96

h. What 1s the personnel policy 1n the following areas?

(1) What type of training w1ll be given to the staff?

(2) Are there employee grievance procedures?

(3) What fr1nge benefits will be provided to the staff?

(G) Are there employee termination procedures?

3. Market1ng and Tenant Selection

a. Will sffirmative marketing practices be utilized? If so,what are your plans for such an affirmative marketing pro-gram? (Provide copy of Affirmative Marketing Plan.)

b. Bow will the rental staff be 1nstructed in local, stateand Federal Fair Housing Laws, including Executive Order11063, the Civil Rights Act of 1968 and the AffirmativeMarketing Plan? Provide a copy of any instructions to beused in this training.

c. What is the tenant selection criteria to be used in theselection of applicants for the development? Does thecriteria incorporate categories of ineligibility? Arethere priority categories that will be applied to

spplicants?d.

What is the policy which governs the assignment of familysize and composition to the various types of dwellingunits in the development?

e. Who 1s responsible for selecting tenants? Is this selec-tion subject to review? If so, under what conditions andby whom? Is there an appesl process for applicants re-jected for occupancy?

f. What application fees or eernest money depos1ts will berequired of spplicants? How will these fees or depositsbe applied?

g. What screening and eecurity policy shall apply to the se-lection of tenants?

b. How and when will the uits be sdvertised for occupancy?

1. How, when and where will epplirstions be accepted for pro-_ cessing? Will the processing of applications comence st

least ninety (90) days before the first dwelling units areevailable for occunancy?

97

j. How will waiting lists be established, used and maintained?

·k. For Section 8 assisted developments what is the marketingpolicy in the following areas? .

(1) How shall advanced marketing activities be performedso that opportunities to reside in the development willbe provided to families who are least likely to apply aswell as to families from impacted jurisdictions?

(2) What procedure will be followed so as to achieve andmaintain the ratio of low or very low income tenants re-quired by HUD to occupy the development?

4. Procedures for Determininz Tenant Elieibilitv and for Certifvineand Recertifving Incomes

a. What procedures will be employed so as to certify theapplicant's income and eligibility for occupancy inthe development?

b. What measures will be taken to protect the confiden-tiality of personal data on the tenant or applicant?

c. Who will be responsible for performing the certifica-tion and recertification functions? g

d. What procedures will be followed so as to ensure thatrecertifications are performed on schedule?

5. Rental Changes and Lease Agreements

a. What procedures will be used in effectuating changesin the rent, utility allowances or provisions of leaseagreements with the tenant?

b. Who will be authorized to prepare and sign lease agree-ments, subsidy vouchers and tenant applications?

6. Plans for Cargzing out an Effective Maintenance and Repair Program

a. What procedures will be used to control the purchaseof maintenance equipment, parts and supplies? Who isauthorized to make such purchases and what is the max-imum expenditure authorized? .

98

b. What procedures have been developed to inventory main-tenance equipment, parts and supplies? Who 1s respon-sible for maintaining this inventory?

c. What procedures have been developed to service appli-ances and mechanical equipement?

d. What procedures will be used in 1nspect1ng dwellingunits while occupied for maintenance requ1r—«e¤ts orpossible tenant abuse? What are the procedures forinspecting units prior to a moveout or a re-rentalof the unit?

e. What procedure will be employed 1n prepsring vacatedunits for new tenants?

f. How will work orders be handled? Is there follow upon work orders? How is work quality controlled?

3. How will reimbursement for tenant damages be billedand collected?

h. What 1s the schedule for interior and exterior paint-ing and redecorating?

1. How will groumds upkeep and maintenance be carried out?

j. What 1s the schedule forcleaning entryways, halls andother common areas? ’

k. How will emergency repairs be handled?

1. Is there a procedure which provides for the regularinspection of buildings and grounds? Is an inspectionreport utilized?

m. What preventative maintenance schedule will be followed?

7. Rent Collection Policies and Procedures

e. What are the rent collection policies and proceduresfor the development?

b. Where will rental payments be accepted? In whar formwill rental payments be accepted? ~

c. What accoumting controls will be employed to protectegainst losses of rental income?

99

d. How and at what frequency are accounts receivable re-ports prepared?

8. Program for Maintaining Adecuate Account Records and HandlingNecessary Forms and Vouchers

a. How will monthly operating reports be prepared andhandled? Will the report show net cash flow, a re-conciliable cash balance, accounts payable, vacancyloss, delinquent rent, and a list of disbursements?

b. In Section 8 assisted developmentshow will the monthlyHAP vouchers be handled? How will utility allowancepayments due tenants be handled?

c. By what day in the month will Virginia Housing receivethe monthly operating report?

9. Plans for Tenant —Management Relations

a. What ofientation services are to be provided tenantsto acquaint them with the project? Care of the Unit?Requests for maintenance?

b. How will tenant complaints or grievances be handled?

c. If there is a comunity room in the development howwill it be utilized and what rules will govern its use?

d. Will the managing agent assisr the tenants if requested,in establishing and maintaining a resident organization?

e. What is managements' plan for the detivery of community!resident services within the development?

f. What procedure: will be employed to ensure that the pro-visions of the lease agreement as well as appliable rulesand regulations are enforced?

g. What procedures will be followed to ensure the securityof the development and its residents?

10. General Administration

a. What regular hours of work will be observed by the staff?What office hours will be observed?

b. How will management services be provided when key staffare on vacation?

100

c. Will the on—site staff be involved in any employment thatis not connected directly to this housing development?If so, explain fully.

d. What services or concessions will be available co theresidents at extra cost? How will these services orconcessions be handled?

e. What instructions will be provided to the Agent's staffso as to ensure the accurate and timely submission ofVHDA and HUD required reports?

APPENDIX B

VHDA Inspection Forms

101

102

VIRGINIA HOUSING OEVELOPMENT AUTI-IIORITYHOUSING MANAGEMENT DIVISION

PI-IYSICAI. INSPECTION REPORT

DEVELOPMENT uAM& PROGRAM:

ons or V|SlT1wmncmq

5IIm—n;PROPERTYMANAGER/CON1'A¢T pausen:

mona;RESIOENTMA~AGER; ¤•·•o~;

vr-Ion ~ousI~6 MANÄGEMENT

QFFICZRINSPECTXON FINOINGSI

I PART A: LANOSCAPING & GROUNDS PART B: DRIVES & PARKING II I In I I I I I M I I

I uvm I °•v••••I II

2 ’«••• L Znmaouv I I 2 Cam 5 G«IIm I I I3 Nlunuunn | I 1 SIM ;.¤nIII•q 1 I

II I I5 SI---··- I QI I II ¤I'••· I I

I| I I

PART C: RECREATIONAL AMENITIES PART D: MISCELLANEOUS II “ I I I

I II I

I-$····-I ··•···-• I I

UMTSI I

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CODESM • Nllßßßlßcn or r•¤•Ir YIQUIYIO wmun nur 6 months| —

Imm•¤I•1• IIIOIIIIOH r•¤uI1•¤.PI•u•mI¤rm VHOA wnhun 30

¤•v•onwnuactxcn Imubn

I••I•n KO •¤¤r•¤ thtl conc•m. °

103

PART G: FINANCIAL./OPERATING DATA

CURRENT OCCUPANCY {S OCCUPIED THIS DATE: S

DCCUFANCY FOR FAST SIX MONTHS (AVERAGE;Sngm

ggunquéncv FCR PAST SIX MDNTHS IAVERAGE;

SNETCASH FLOW FOR FAST SIXMDNTHS;no.ng.

SUBMITTED

DAREVIEWEDAFFROVED

BY: DATEPART

H: EXPLANATION OF FINDINGS [FTE! ND. [ DIV! CDMMINTS Ol DISCIISI CDRAIDTIVI ACTION! IIDUIISD [ COD! IOLLDW-UIDATI [

104

VlRGllllA HBUSIHC OEIELOPHEIIT AUTHORXTY

HOUSING MANAGE·lEllT OXVISION” REPORT OF AUOIT FlllOl!lGS - RART 1

Affirniative Marketing

___ Yes No 1. ls HUB Form 928.1. Eoual Housing Oocortunity Poster. dis-played oromnently in the on•site office or wnereveraoolications are being taken?

Yes No Z. lf there are oromotional orochures or other IGVEPZÜSÜRQmaterials available in the rental office. do they includethe Eoual Housing Oooortunity logo and the slogan or state-.ment? _

Yes No 3. Oo all on-site and off·site signs which advertise the de-velooment include the logo and slogan or statement?

Yes No 4. ls a c:¤y of the marketing olan and the Affinrative Fair~

Housing Marketing Plan. HUB 935.2, available to the on-site marketing personnel? (HUB Assisted Progects Only)

Yes No S. Have written instructions to Obly all local, state and° federal fair housing laws ueen §f'¢V'l¢EC to all on-site

marketing oersonnell

Tenant Selection

Yes __ No 1. Is cooy of the selection criteria or categories of in-ellgibility available at the rental office?

Yes Ho Z. Is a cooy of the selection criteria made available toorosoective residents making aoolication at the develo¤•sent!

Posted Available Uuon Reduest _

3. Which of·the following reference inouiries are included in¤anagesient‘s resident selection criterial

a. Credit References_ Yes- _ No

b. Personal References Yes _ No _

c. Previous Landlord References __ Yes Nod. Home visits __Yes __Noe. Other (Soecify) _ Yes _ No

Yes No 4. Are aoollcants who are not selected for otcuoancy noti fied"' in writing of.sucn detenmination?

Yes No 5. Ooes the notification clearly state the reasons for which‘**' gn; ggplicant was not selected?

6. who is res¤onsible for making the selectiondecision?

ila¤’«e ntie

VHB: Form Ho. MB:3lB-47/BB

105

Housing Management DivisionReport of. Audit Findings -

Part lPage Z

Tenant Selection--continued

_ Yes flo 7. If the resident manager is responsible for making the selec-

tion dlßlfihlhlllßh, is there a process which provides for a

review of the detemlnation by the immeoiate supervlsor in

those situations in wnich the applicant presents a challenge?

__ Yes No 8. lf the resident manager rejects an aoplicant and the ruec-

tion is aopeeleo oy the aoplicant, only to oe regected by

the supervisor, is the aoplioant advised in writing SI the

final GIIEFYHXHRITGH {Hd of niszher rignt to nave the decision

reviewed by VHDA in accordance with Section 3.l3 or the nancocox?

Yes No 9. Is the Housing Management Division provided with a cooy ofthe final detemination letter?

Tenant Aoolicetions . HUD ASSISTE2 ¤¤¤.:E:7$ ¤?:Lv

i Yes No l. ls a oreliminar; application being used in addition to theHUD·5GDS9 which QBIIIHS information on credit ano oersonalreferences, i.e.. names, addresses and phone numoers of

previous landlords IHC names, IGGPESSBS IMG phone numoers

gf persons to contact in the event of an emergency?

Yes No Z. Are all HUD tenant applications being retained for a period

of three years!

Haitino List

Yes No l. Is a waiting list maintained?

Yes No Z. Is the waiting list updated at least annually?

Yes Ho 3. Are applicants who are placed on the waiting list notified

of their assigneo position on the waiting list!

Yes No A. Is there a working procedure for processing applications

from the waiting list so that vacancy losses are minimal?

Vlroinia Privacy Protection Act

Yes No l. Are tenant files safeguarded in a secure cabinet which is

labeleo confidential?

Yes No Z. Is a list maintained of all persons and organizations havingregular access to the tenant files?

General Administration

Yes Ho l. Does {hl management agent employ a system for recording work

order reouests received from tenants. ING are they documentedas to date of completion?

Yes No Z. Does the management agent utilite a. move-in inspection re-'“ “

pqrc to record any damages which might exist in the aparezngngat the time it was initially occupied by the tenant?

Yes No 3. Is a current list of the applicable income limits maintainedon-site? _

Yes flo A. ls the management agent collecting the correct amount of

'‘ security deposit?

106

Housing Panagement DivisionResort of Audit Finoings

- Part 1Page J

G¢¤!P¤T ¤dministr:ticn~•<ontinued

__ Yes _ No S. Is a n¤ve•¤ot file maintained with A yellow MD:3Z2 documentedAs to date of r:ove•ou: and reason? ls an itemzzo listing¤f tenant damges ::=letzo on a move—out?

_ Yes __No 6. Ras the agent ¤r·:::otly oaid the utility allcwance due

tenants with a negative net family contricuticn? (nun AssistedProgects Only) _

Yes Pl: 7. Does the agent ¤r:·.·i:e reascriaole notice in nritinq ovpending recersificaticns?

_ Yes __ TT¤ 8. ls management orcserly exeeutihq th! TMS! ö§*’!¤!¤¤A¤¤r¤veo S7 VHOA for use in the oeveloczent?

Tenent File;

Ä r¤n¤:.¤ review .f tananr, file; eas ::9} ::r·‘:r1;E. '.C¤¤y

¤!‘VHCA Fon r·'D;;.Ü·o. Renort of Audi: Finoings · rar: Z.

is encloseo for eecn file reviewed.-

The following files recuire i¤:¤eoiate ccrrective action :7management.

Corrections must oe :::letso within thirty davs. and the formsmust ¤e signeo an: date: :7 the resident manager. Dne :::7 ofthe fort: is to oe retaineo in the tenant file ano one :::7 isto ce returneo to ‘/HCA.

107

REPORT OF AUBYT Ffyqgmgg-

MRT Tl

Uevelcomentz

Resident Neue:

A¤ert:.ent Flo: 5;.,,..,, ag: Qpeqnnel AoolncatzonMove-in Date: Re-exemnetzon/InterimSecuri ty üeoosits Move Cut/BeteT•¤¤¤= Rent: Transfer/Cate

On File Csnents1. Prelimnery Agglicetion/Reference:

2. Pnvecy Protection Act Letter

3. HUU 50059/F'|e¤

4. Verification Forms

5. Confimetion of Resident Eliqibility(VHQA 3[);jZQ ~ Convenuonei. 0n.Ly;i"6.

Security 0e¤ox1t

7. Aoertment lnsoectton Reoort(l‘·l0:ZOS

-Secttcn 8 only)

8. Move-ln/Move-Out Insoectton Reoort

9. Recertificetion

”l0. Leese Agreement

11. Leese Addendun

12. Prooer Notice to Resident

ll. Certification af Tenent Rent]Utility Reinoursuent

14. Bldeziy Pet Mdendun

Additionel Caintsz

Action lleeoed: Yen - Ne

Corrective Act1on Cosleted:

Siqneds'*¤¤¤¤9 ·¥•^••‘;ament Aceczee is:Title:Date:

0ete:

lll: !lJ:110•b(7/BB)

APPENDIX C

Latte: Azmouzzcing Pilat survey

108

109

9-F &W Management Corporation0. le: tv.mr •••••• rem •~•..&vV..Su•• Il. l•••••••. VA uns-mz

mmDecember21, 1987

Dear Resident:

On January 5, 1988, a questionnaire will be delivered toyour apartment. This questionnaire is part of a research projectbeing· conducted by· Michael Johnson, an assistant Professor atIona College in New York. Mr. Johnson's research interest iswith the elderly and their housing situation. ·

Professor Johnson is conducting his research at Clearviewwith the full support of F & W Management. I can assure you thatthe answers that you give on the questionnaire are completelyconfidential and will no be given to any F & W employee.

I encourage you to support Professor Johnson in his researchby completing the questionnaire and placing it in the collectionbox that will be set up near the mailboxes.

Sincerelv.

ChaFYes Ö: Mimmo, CPMSenior Vice President

APPENDIX D

Cove: 1¤tt•: te: Pilct Survey

110

111

%·‘IONA COL.LEGENrwRonnieZ'l0OLG

GNERALÜUDIB(914) 633-2492)

Dear Resident of Clearview:

My name is Michael Johnson and I am an Assistant Professor at IonaCollege in New Rochelle, New York. I am conducting this researchas a part of my Doctoral studies at Virginia Tech.

The information that you provide in this questionnaire is partof a larger study. The purpose of this study is to identifysome of the factors that affect the housing satisfaction ofelderly resident: in apartment buildings.

I would like tc emphasize that the information you provide asindividual: is completely confidential and will not be releasedto anyone.

Your participation in this study will take some time, however,the information you provide here may eventually lead to improvedhousing for elderly resident: of these types of apartments.

Thank you.

Michael RÜ’Johnson

APPENDIX E

Invitation to Group Meeting

112

113

*3-F &W Monogement Corporchono. l•• tn.mnuun uns•••e..$.w..s••• llnunee. vn IIIIGB mnnun:

December 21, 1987

Dear Resident:

On January 10, 1988, a meeting will be held inthe community room on the first floor. The purposeof this meeting is to listen to a short presentationby Michael Johnson, an Assistant Professor at IonaCollege in New York. Michael is conducting researchregarding elderly apartment residents and is askingyour assistance in this research. After his presen-tation, you will be asked to fill out a questionnaire.Attendance at this meeting is voluntary as is comple-ting the questionnaire.

Professor Johnson is conducting his research withthe full support of F & W Management. I can assureyou that the answers you give on the questionnaire arecompletely conficential and will not be given to anyF & W employee.

I encourage you to support Professor Johnson inhis research.

Sincerely,z~ ^ ·

CheffesSeniorVice President

APPENDIX F

Questions Romov•d from Pilot Study

114

115

QUESTIONB USED IN PILOT BURVBY

VARIABLB: Residential Satisfaction

Indicator Question

Floor plan The arrangenent of the rooms in ny apartnent_is convenient and suits ny lifestyle.

The floor plan of ny apartnent nakes itdifficult for ne to live the way I would like

Unit size•

There is enough space for the way I live now.•

My furniture would fit better if I had noreroon.

Lighting Between the light that cones in through thewindows and the ceiling lights, there isenough light in ny apartnent for ny needs.

There are too few windows and ceiling lightsin ny apartnent to provide enough light forne to work.

Eeating &•

I an able to keep warn enough in the winterAir and cool enough in the sunner by using theconditioning thernostat to control the tenperature.

•I feel that I an unable to control nyapartnent tenperature to ny satisfaction.

Kitchen The kitchen in ny apartnent is adequate forthe way I cook now.

The arrangenent of ny kitchen nakes itdifficult for ne to use.

Bathroon The bathroon in ny apartnent is confortableand safe for ne to use.

My bathroon is awkward for ne to use.

•Questions renoved fron the survey by Reliability Analysis

following pilot study.

116

IndicatorQuostion

safoty Ihon I am in ny apartmont I fool that I amsafo.

I fool that somoono could got into thoapartnont building and broak into myapartmont.

Accoptanco I fool that I am accoptod as a mombor ofthis apartmont community.

Ihon I walk through tho building I foolliko an outsidor.Priondlinoss •

Tho rosidonts of this apartnont communityof community aro friondly towards ono anothor.Priondships soon vory difficult to form inthis apartmont community

Appoaranco I fool that I livo in an attractivoapartmont community.

I am ombarrassod somotimos to toll my friondswhoro I livo bocauso of tho appoaranco ofmy apartmont building.community Thoro aro onough placos for tho rosidonts toAroas gathor to sit and talk.

xy frionds and I havo difficulty findingcommunity aroas whoro wo can sit and visit.Social •

Thoro aro froquont social activitios that IActivitios can participato in, if I chooso.Ihonovor I want to ongaqo in socialmust go somowhoro olso bocausothoro is nothing to do horo.

•Quostions romovod frcn survoy by Roliability Analysisfollowing pilot study.

117

vARIABL8= Loador:h1p :tylo

Indicator Quootion

Loadorship I tool troo to talk to tho ro:1dont nanagorprocosa usod about how nanagonont doo: thing: horo.

•1 would bo roluotant to d1:cu:: my t•o11ng:about tho way thing: aro dono around horowith tho ro:1dont nanagor.

Tho ro:1dont nanagor a:k: about ny 1doa: andopinion: botoro naking now rulo: tor thoconunity.

•Tho rulo: only includo tho 1doa: andopinion: ot tho ro:1dont nanagor.

charactor ot•

Tho ro:1dont nanagor nako: tho ro:1dont:Motivational tollow tho ru1o: through toar and tho uao otProoo:: throat:.

•I tollow tho rulo: bocauao tho ro:1dontnanagor nako: no tool that I an involvod 1nnaking th1: connunity a good placo to livo.

Charactor ot Tho ro:1dont nanagor trooly comnunicatoo withConnunication mo and tho othor ro:1dont: about what 1: going

on and how wo can inprovo tho community.•

Tho ro:1dont nanagor 1: roluctant to toll thoro:1dont: about thing: that aro going on intho oonnunity.

Tho ro:1dont nanagor know: and undoratand: thoproblon: ot tho rooidonts vory woll.

•Tho ro:1dont nanagor 1: unawaro ot thoprob1¤: ot tho ro:1dont:.

Tho intornation pa::od on by tho ro:1dontnanagor 1: gonorally accoptod by thoroo1dont: and can bo oponly quo:t1onod.

Tho 1ntornat1on pa::od on by tho ro:1dontnanagor 1: gonorally rocoivod with groat:u:p1c1on by tho ro:1dont:.

118

Indicator Quastion

Charaotor ot Tha rosidont aanagor io triondly and troatoIntoraotion· tho raaidanta with a high dagraa ot roapoct.IntluonooProcoso

•Tha roaidont aanagor knowa tho namoo ot aootot tho raaidonta and spoaks to us by nano.

Tha raaidont aanagor and tho statt worktogathar as a toaa with tho rosidonts.

•Tha raaidont aangor and tho statt workindopandontly ot tho rosidonta.

charactor ot Tha roaidonto aro involvod in tho docisionDocision aaking procoas whon it involvos things thatMaking procoss attoct tho roaidanta.

Tha roaidant aanagor aakos docisions thatattaot tho roaidonts without involvinq thoain tho proooaa.

•Tha roaidont aanagor is awara ot thoprohloaa that now rulos aay oraato tortho roaidonts.

•Tha roaidant aanagor is unawara that nowrulaa aay oauao problaao tor tho rosidonta.

•Most daciaiona that attact tho rasidonts andtho ooaaunity aro aado by tho rosidontaanagor.

Tha dooiaiona that attact tho rosidanta andtho ooaunity aro aado by aanagomant pooplaothor than tho rasidont aanagor.

Daoiaions that attoot tho rasidants aroaado hy parsona that aro protossionals andqualitiod to aaka tho dooiaiona.

•Tha dooiaiona that attaot tho rosidonta andtho ooaaunity aro aado hy aanaganantpooplo who don•t know tho roaidants.

•Quaationo roaovod troa aurvay hy Roliability Analysisfollowing tho pilot study.

119

Indicator Quastion

charactar ot Tha rasidant nanagar asks tha rasidants tocontrol procass raviaw tha coanunity rulas.•

Tha cosnunity rulas ara aada without tharasidant•• raviaw.

Tha rasidants ara involvad in antorcinq thaconsunity rulas.

•Tha only parnon that is allowad to antorcatha cosnunity rulas is tha rasidant manaqar.

Tha rasidants as a group support tha attortsot tha rasidant aanagar to do har job.

y•

Tha rasidants ara opposad to halping tharasidant sanagar do har job.

•Tha rasidant sanagar asks us to halp raduoaaxpansas whan thara ara tinancial hard timastor tha ooasunity.

Tha rasidant nanagar thraatans to raducasarvioas whan tha oosnunity is having nonayproblass.

•Quastions ranovad iron survay by Raliability Analysisfollowing tha pilot study.

120

VAAIABL8: xoralo

1. Do things bothor you aoro this yoar?2. Do you soaotiaos worry so auch that you can•t sloop?3. Aro you atraid ot a lot ot things?4. Do you tako things hard?5. Do you got aad aoro than you usod to?6. Do you got upoot oasily?7. Do things koop gotting worso as you got oldor?8. Do you havo as auch pop as you did last yoar?9. As you got oldor aro you loss usotul?10. Aro you as happy now as whon you woro youngor?11. As you got oldor aro things bottor than you thought

thoy would bo?12. ho you havo a lot to bo sad about?13. Is lito hard tor you auch ot tho tiao?14. Do you soo onough ot your trionds and rolativos?15. Do you soaotiaos tool that lito £sn•t worth living/16. How auch do you tool lonoly?17. How satistiod aro you with your lito today?

VLRIABLI! 8ocial activity

1. Row otton do you invito trionds ovor to your apartnontto visit?•

2. About how otton do you writo lottors to triondsor rolativos?

3. on avorago, how otton do you call trionds or rolativoson tho phono?

4. Bow troquontly do trionds or rolativos phono you?•5. About how otton do you loavo your apartaont and go to

tho lobby or coaaunity rooa just to visit withsoaoono?

6. How otton doos soaoono stop you in tho hallway justto talk to you?

7. About how otton do othor rosidonts invito you to thoirapartaont to visit?•

8. How otton do you spond tho ontiro day alono withouttalking to anyono?

•Quostions roaovod troa survoy by Roliability Analysistollowing tho pilot study.

APPENDIX G

VHDL L•tt•1·

121

122

Bwuuuve Duecxar

1;s¤un•¤an•srnssr·

mcuuouo ·vnncuunnzazw-uns · mvuousaunzvaz-wsas

Dear Manager:

My purpose in writing is to advise that you may be contactedwithin the near future in regard to a study being performed of housingfacilities for the elderly. Mr. Michael Johnson, an Associate

· Professor at Iona College is pursuing his doctorate degree at.virginia‘Tech in Blacksburg. In order to complete the requirements for hisdegree, Michael has chosen to examine manager—resident interaction insenior apartment communities. Because Michael is a former VHDA HousingManagement Officer, he has requested our permission to survey elderlyhousing communities financed by Virginia Housing.

The survey will utilize a self reporting questionnaire to bedistributed to randomly selected residents of the housing development.Residents will be·able to complete the questionnaire in the privacy oftheir own apartment and would then return it to Mr. Johnson in astamped return envelope to be provided. One follow·up card will besent to residents who don't return the questionnairs in order toencourage their participation in the survey. Residents who do not wantto participate in the survey may simply discard the questionnaire andignore the follow·up card.

We believe the study that Michael is embarking upon could produceinformation that would be helpful to housing managers in promotingresident satisfaction. We have been assured that all data collectedwill be anonymous with respect to both the identity of the resident andthe development in which the resident lives. We therefore hope thatyou will grant Michael permission to survey your property. Bnclosed isa ”Fact Sheet" with more specific information about the survey.

123

‘

JOHNRITCMIEJRERCUINC Dlfttlbl

iasounmmsrnssv· mcuuouo · vmcmuzazis-uns

· ms¤wo¤sa¤«n¤2—isa6

FACT SHEET

The purpose of Michael Johnson's study is to determineif manager·resident interaction has an affect on the resident'shousing satisfaction vis-a-vis morale, functional health, andsocial activity. (Housing satisfaction is a composite variableconsisting of measures of satisfaction with the physical aspectsof the apartment and with the social community of the complex.)

The study will not:

1. identify the leadership style of any single manager or themanagers as a group.

2. attempt to establish that any single leadership style is"better" or “worse" than another or that one style is more"effective" than another.

3. evaluate aparunentprojects singly. The data collected willbe aggregated for analysis. From a statistical standpoint.analysis of a single project in the context of the theoreti-cal framework of this study would be meaningless. Thevalue of the data lies in the measurement of the variabilityof the management interaction among several managers. Thatis why the significance of the data analysis will increasedirectly with the number of managers included in the study.

Hith respect to responoent confidentiality, the study willnot:

1. ask for or attempt to collect respondent names. Apartmentnumbers will be recorded in so far as they are needed fora follow-up post card. This follow-up card will thank thosewho have mailed the completed survey and request those whohave not to do so.

2. analyze the data by any subgroup or individual present inthe study other than demographic subgroups - sex, age, etc.The data will not be grouped by manager, property manager,or management company.

APPENDI! H

Survey Instrument

124

125

I WOULD LIKE YOU TO READ THE FOLLOWING STATEMENTS AND GIVE YOUR PERSONALOPINION ABOUT EACH STATFMENT. NOT THE OPINION THAT YOU THINK PEOPLE INGENERAL MAY HAVE. BUT YOUR OPINION. PLACE A CHECK MARK (s/) IN THEAPPROPRIATE BOX. THERE ARE NO RIGHT OR WRONG ANSWERS ONLY YOUR OPINION.

INDICATE WHETHER YOU:

STRONGLY DISAGREE NO OPINION AGREE STRONGLYDISAGREE AGREE

SD D NO A SA

THE FOLLOWINC STATEMENTS ARE ABOUT YOUR APARTMENT. WHAT IS YOUR OPINIONABOUT THESE STATFMENTS?

SD D NO A SA

I. THE ARRANGEMENT OF THE ROOMS IS CONVENIENT [I [I [I [I [IAND SUITS MY LIFESTYLE.

2. THE FLOORPIAN MAKES IT DIFFICULT FOR ME TO [I [I [I [I [ILIVE THE WAY I WOUI.D LIKE.

3. BETWEEN THE LIGHT TH.AT COMES IN THROUGH THE [I [I [I [I [IWINDOWS AND THE CEILING LIGHTS, THERE ISENOUGH LIGHT FOR MY NEEDS.

ls. MY KITCHEN IS ADEQUATE FOR THE WAY I COOK”

[I [I [I [I [INOW.

5. MY BATHROOM IS COMFORTABLE AND SAFE FOR ME [I [I [I [I [ITO USE.

6. THERE ARE TOO FEW WINDOWS AND CEILING LIGHTS [I [I [I [I [ITO PROVIDE ENOUGH LIGHT FOR MY NEEDS.

7. THEARRANGEMENT OFMYKITCHENMAKES IT [I [I [I [I [IDIFFICULT FOR ME TO USE.

8. MYBATHROOM IS AWKWARD FOR ME TO USE. [I [I [I [I [I

NOW, I WOULD LIKE YOU TO READ SOME STATB4EN'I'S ABOUT YOUR APARTMENT COMMUNITYAND GIVE ME YOUR OPINION ABOUT THDL

. SD D NO A SA

9, Il I1 ll Il [110. IFEELACCEPTEDASAMEMBER or nus ll [1 [1 [1 ll

APARTMENTCOMMUNITY. .

11. 1 mz:. mr 1 LIVE IN AN ATTRACTIVE Apmmm I1 ll H I1 [ICOMMUNITY.

126

STRONGLY DISAGREE NO OPINION AGREE STRONGLYDISAGREE AGREE

SD D NO A SA

SD D NO A SA

12. THERE ARE ENOUGH PIACES FOR THE RESIDENTS TO [1 [1 [1 [1 [1SIT AND TALK WITH EACH OTHER OUTSIDE OF THEIRAPARTMENTS.

13. I FEEL THAT SOMEONE COULD GET INTO THIS [1 [1 [1 [1 [1BUILDING AND BREAK INTO MY APARTMENT.

lk. WHEN I WALK THROUGH THE BUILDING I FEEL LIKE [1 [1 [1 [1 [1AN OUTSIDER.

1.5. FRIENDSHIPS SEEM VERY DIFFICULT TO FORM IN [1 [1 [1 [1 [1THIS APARTMENT COMMUNITY.

16. IAMEMBARRASSED TO TELLMYFRIENDS WHEREI [1 [1 [1 [1 [1LIVE BECAUSE OF THE APPEARANCE OF THE BUILDING.

17. MY FRIENDS AND I HAVE DIFFICULTY FINDING [1 [1 [1 [1 [1ARHTS WHERE WE CAN SIT AND VISIT QUIETLY.

18. WHENEVERIWANT TO ENGAGE IN SOCIAL [1 [1 [1 [1 [1ACTIVITIES I MUST GO SOMEWHERE ELSE BECAUSETHERE IS NOTHING TO DO HERE.

[

THE NEXT SERIES OF STATHENTS IS ABOUT THE RESIDENT MANAGER. I WOULD LIKEYOUR HONEST OPINION ABOUT THESE STATEMENTS. REMEMBER. YOUR ANSWERS ARECONFIDENTIAL. THERE IS NO WAY THE RESIDENT MANAGER OR ANYONE EISE WILL KNOWWHAT YOUR OPINION IS.

SD S NO A SA

1. I FEEL FREE TO TALK TO THE RESIDENT MANAGER [1 [1 [1 [1 [1ABOUT HOW MANAGEMENT DOES _THINGS AROUND HERE.

2. THE RESIDENT MANAGER ASKS ABOUT OUR IDEAS [1 [1 [1 [1 [1AND OPINIONS BEFORE MAKING NEW RULES FORTHE COMMUNITY.

3. THE RESIDENT MANAGER FREELY COMMUNICATES WITH [1 [1 [1 [1 [1ME ABOUT WHAT IS GOING ON AND HOW WE CAN IMPROVETHE COMMUNITY.

k. THE RESIDENT MANAGER KNOWS AND UNDERSTANDS [1 [1 [1 [1 [1THE PROBLBIS OF THE RESIDENTS VERY WELL.

5. THE INFORMATION PASSED ON BY THE RESIDENT [1 [1 [1 [1 [1MANAGER IS GENERALLY ACCEPTED BY THE RESIDENTSAND CAN BE OPENLY QUESTIONED.

127

STRONCLY DISAGREE NO OPINION AGREE STRONGLY· DISAGREE AGREE

SD D NO A SA

SD D NO A SA

6. THE INFORMATION PASSED ON BY THE RESIDENT [1 [1 [1 [1 [1MANAGER IS GENERALLY RECEIVED WITH SUSPICIONBY THE RESIDENTS.

7. THE RESIDENT MANAGER IS FRIENDLY AND TREATS [1 [1 [1 [1 [1ME WITH RESPECT.

8. THE RESIDENT MANAGER AND THE STAFF WORK [1 [1 [1 [1 [1TOGETHER AS A TEAM WITH THE RESIDENTS.

9. THE RESIDENTS ARE INVOLVED IN THE DECISION [1 [1 [1 [1 [1MAKING PROCESS WHEN IT INVOLVES THINGSTHAT AFFECT THE RESIDENTS.

u10. DECISIONS THAT AFFECT THE RESIDENTS ARE MADE [1 [1 [1 [1 [1

BY PERSONS THAT ARE PROFESSIONALS AND QUALIFIED‘ TO MAKE THE DECISIONS.

11. THE RESIDENT MANAGER MAKES DECISIONS THAT [1 [1 [1 [1 [1AFFECT THE RESIDENTS WITHOUT INVOLVING USIN THE PROCESS.

12. THE RESIDENT MANAGER IS UNAWARE THAT NEW [1 [1 [1 [1 [1RULES MAY CAUSE PROBLEMS FOR THE RESIDENTS.

13. THE PERSONS MAKING THE DECISIONS THAT AFFECT [1 [1 [1 [1 [1US ARE NEITHER PROFESSIONALS NOR QUALIFIEDTO MAKE THOSE DECISIONS.

14. THE RESIDENT MANAGER ASKS THE RESIDENTS TO [1 [1 [1 [1 [1REVIEW NEW COMMUNITY RULES.

15. THE RESIDENTS ARE INVOLVED IN ENFORCING THE [1 [1 [1 [1 [1COMMUNITY RULES.

16. THE RESIDENTS AS A GROUP SUPPORT THE EFFORTS [1 [1 [1 [1 [1OF THE RESIDENT MANAGER.

17. THE RESIDENT MANAGER THEATENS TO REDUCE [1 [1 [1 [1 [1SERVICES WHEN THE APARTMENT COMMUNITY ISHAVING MONEY PROBLEMS.

THE FOLIOWING QUESTIONS ARE ABOUT HOW YOU FEEL. PLACE A CHECK MARK (V) INTHE APPROPRIATE Box.

1. DO THINGS BOTHER YOU MORE THIS YEAR? [1 YES [1 NO

2. DO YOU SOMETIMES WORRY SO MUCH THAT YOU CAN'T [1 YES [1 NOSLEEP?

128

3. ARE YOU AFRAID OF A LOT OF THINGS? [1 YES [1 NO

A. DO YOU TAKE THINGS HARD? [1 YES [1 NO

5. DO YOU GET MAD MORE THAN YOU USED TO? [1 YES [1 NO

6. DO YOU GET UPSET EASILY? [1 YES [1 NO

7. DO THINGS KEEP GETTING WORSE AS YOU GET [1 YES [1 NOOLDER?

8. DO YOU HAVE AS MUCH PEP AS YOU DID LAST YEAR? [1 YES [1 NO

9. AS YOU GET OLDER ARE YOU LESS USEFUL? [1 YES [1 NO

10. ARE YOU A5 HAPPY NOW AS WHEN YOU WERE [1 YES [1 NOYOUNGER?

11. AS YOU GET OLDER ARE THINGS BETTER THAN YOU [1 YES [1 NOTHOUGHT THEY WOULD BE?

12. DO YOU HAVE A LOT TO BE SAD ABOUT? [1YES.

[1 NO

13. IS LIFE HARD FOR YOU MUCH OF THE TIME? [1 YES [1 NO

IA. DO YOU SEE ENOUGH OF YOUR FRIENDS AND [1 YES [1 NORELATIVES?

15. DO YOU SOMETIMES FEEL THAT LIFE ISN'T WORTH [1 YES [1 NOLIVING?

16. HOW MUCH DO YOU FEEL LONELY?

[1 NOT MUCH [1 A IDT

17. HOW SATISFIED ARE YOU WITH YOUR LIFE TODAY?

[1 NOT SATISFIED [1 SATISFIED

THE NEXT SET OF QUESTIONS ASKS HOW WELL YOU CAN PERFORM CERTAIN DAILY TASKS.INDICATE YOUR ANSWER TO EACH QUESTION BY PLACING A CHECK MARK (V) IN THEAPPROPRIATE BOX. ANSWER EACH OF THESE QUESTIONS WITH ONE OF THE FOLLOWINGRESPONSES:

1 • NOT EVEN WITH HELP

2 •ONLY WITH HELP

3 -•BY MYSELF, BUT IT IS NOT HSY

A • FASILY BY MYSELF

I CAN PERFORM THIS TASK:1 2 3 A

1. ormuuc oa cwsmc ams. [1 [1 [1 [1

Z. DRESSING AND PUTTING ON YOUR SHOES. [1 [1 [1 [1

129

1 • NOT EVEN WITH HELP

2 • ONLY WITH HELP

3 • BY MYSELF, BUT IT IS NOT EASY

4 • EASILY BY MYSELF

I CAN PERFORM THIS TASK:

1 2 3 4

3. TAKING A BATH OR SHOWER. [1 [1 [1 [1

4. CUTTING YOUR TOENAILS. [ 1 [1 [1 [1

S. PREPARING A SIMPLE MEAL. [ 1 [ 1 [ 1 [ 1

6. CLEANING AND CHORES AROUND THE APARTMENT. [1 [1 [1 [1

7. CLIMBING STAIRS. [1 [1.

[1 [1

8. GETTING AROUND THE APARTMENT. [ 1 [ 1 [ 1 [ 1

9. urxuc. [1 I1 ll ll10. USING A TELEPHONE. [1 [1 [1 [1

11. GOING SHORT WALKING DISTANCES OUTSIDE. [1 [1 [1 [1

12. RIDINCAREGULAR aus. ll [1 [1 [1

NOW I WOULD LIKE YOU TO ANSWER SOME QUESTIONS ABOUT YOUR FAMILY, FRIENDS, ANDNEIGHBORS.

ONCE AGAIN, INDICATE YOUR CHOICE OF ANSWER BY PIACING A CHECK MARK (V) IN THEAPPROPRIATE BOX.

THE POSSIBLE ANSWERS ARE:

1. LESS THAN ONCE A WEEK

2. 1 TO 3 TIMES A WER

3. 4 TO S TIMES A WEEK

4. MORE THAN S TIMES A WEEK

I 2 3 4

1. HOW OFIDJ DO YOU INVITE FRIENDS OVER TO YOUR [1 [1 [1 [1APARTMENT TO VISIT?

2. [1 [1_ [1 [1REIATIVES ON THE PHONE?

3. [1-1g:?FREQUENTLY no 1-'ruezrms oa azumvzs P1-[out [1 [1 [1 [1

130

THE POSSIBLE ANSWERS ARE:

1. LESS THAN ONCE A WEEK

2. 1 TO 3 TIMES A WEEK

3. A TO 5 TIMES A WEEK

A. MORE THAN S TIMES A WEEK

1 2 3 A

A. HOW OFTEN DOES SOMEONE STOP YOU IN THE [I [I [I [IHALLWAY JUST TO TALK TO YOU?

S. ABOUT HOW OFTEN DO OTHER RESIDENTS INVITE [I [I [I [IYOU TO THEIR APARTMENT TO VISIT?

NOW, I WOULD LIKE TO ASK SOME QUESTIONS ABOUT YOUR BACKCROUND.

1. HOW OLD ARE YOU TODAY?

2. ARE YOU? [I FEMALE [I MALE

3. WHAT IS YOUR RACE?

[I WHITE

[I BLACK

[I OTHER

A. WHAT IS YOUR MARITAL STATUS?

[I MARRIED [I WIDOW / WIDOWER

[I SEPARATED [I NEVER MARRIED

[I DIVORCED

S. WHEN DID YOU MOVE INTO THIS APARTMENT COMMUNITY?

YEAR MONTH

6. HOW MANY YEARS OF SCHOOL HAVE YOU COMPLETED?

THANK YOU

APPENDIX I

cover Letter

131

132

A

I O N A C O L L E G ENEW Rocr-lau.: N.Y. l080l

School of General Studies

Dear Resident,

My name is Michael Johnson and I am a Professor at Iona Collegein New Rochelle, New York. I am conducting this opinion surveyas a part of my doctoral studies at Virginia Tech. The purposeof this opinion survey is to identify some of the factors thataffect the housing satisfaction of elderly residents in apartmentbuildings.

This same survey is being used at 12 other apartment communities.The information you provide will be combined with the informationfrom the other 12 apartment communities. I can assure you thatyour information will remain completely confidential and as yourname is not being requested, you will remain anonymous. Also,the information you provide will not be released to anyoneassociated with your apartment community.

Your participation in this survey will take some time. However,the information you provide may eventually lead to improvedhousing for the elderly.

Please place your completed survey in the attached envelope anddrop it in the mail. No postage is necessary.

If you have any questions, please feel free to write or call meat (914) 633-2490.

Thank you for vour cooperation,

. '/’/'

·Michael K. JohnsonAssistant Professor

APPENDI! J

Pollew-up L•tt•1·

133

134

•°° NQ

~ä'$*,,4,.

IONA COLLEGENrw Room.; N.Y. 10801

scuoor. av QNERAL snmuu

July 14. 1?E9

Dear Resident:

I want to thank wou for taking the time to complete the surveyI sent you last month. Your ocinidns are zmocrtant tc me anc theinformation you provided will definitely de included an mwresearch project.

lf yuu haven’t sent your survey to me yet. there is still time.Z hope you can find time in the next week tc comdlete the surveyand mail it in. Zt would be greatly appreciated.

Once again. thank you sc much for your hel:.

Sincere1;•

. S

Mlchael K. {éhhgonAssistant Professor

APPBNDI! K

Data and Formatting Plan

135

136

Qggg ggg Fgggattgng glan

Row column Variable coding

A 1-18 Residential satisfaction 5 point Likert

A 19-35 Leadership style 5 point LikertA 36-52 PGC Morale scale l=yes, 2=no

A 53-64 Functional health 1 = not evenwith help

2 = only withhelp

3 = by myself,not easily_

4 = easily

A 65-69 social Activity 1 = < once/week2 = 1 to 3x/week3 = 4 or 5:/week4 = > 5x/week

A 70-71 Age direct

A 72 Sex 0 = M, 1 = F

A 73 Race 1=white, 2=black3=other

A 74 Marital status 1 = Married_ 2 = separated

3 = divorced4 = widow/widower5 = never married

A 75-77 Years in community direct

A 78-79 Education direct

A 80 Building identification assigned

APPENDIX L

Response Rates by Variable

137

138

Response Rates Qy Functional Health Score

Functional Frequency Adjusted %Health Score

12 15 7.315 1 .516 1 .517 2 1.019 1 .520 1 .521 2 1.022 2 1.024 1 .525 1 .527 1 .528 2 1.029 3 1.531 2 1.032 3 1.533 3 1.534 2 1.035 1 .536 7 3.437 3 1.538 7 3.439 5 2.440 9 4.341 7 3.442 13 6.343 9 4.444 11 5.345 5 2.446 18 8.747 16 7.848 52 25.2

Total 206 100.0

139

Response Rates py ggg Morale Score

Morale Frequency Adjusted %Score

18 1 .521 1 .523 3 1.424 9 4.325 14 6.826 12 5.827 19 9.228 22 10.529 59 28.530 32 15.531 22 10.632 9 4.333 1 .534 3 1.4

207 100.0

140

Resgonse Rates Q social Activity Score

social Frequency Adjusted 96Activity Score

5 4 2.06 4 2.0

· 7 7 3.48 9 4.49 15 7.4

10 11 5.411 14 6.912 14 6.913 20 9.814 31 14.815 18 8.616 18 8.617 16 7.818 7 3.419 3 1.520 13 6.4

Total 204 100.0

141

Response Rates py Leadership Style Score

Leadership Frequency Adjusted %Score

28 2 1.032 1 .534 3 1.535 1 .536 4 1.938 2 1.040 2 1.041 2 1.042 1 .543 2 1.045 1 .546 1 .547 3 1.448 6 2.949 7 3.450 6 2.951 5 2.452 3 1.453 6 2.954 11 5.355 8 3.956 18 8.757 11 5.358 22 10.659 10 4.860 16 7.761 6 2.962 11 5.363 8 3.964 3 1.465 8 3.966 3 1.467 3 1.468 2 1.069 2 1.070 2 1.073 1 .576 1 .585 3 1.4

Total 207 100.0

142

Resgcnse Rates gg Residential Satistactiou8¤01°B

Residential Frequency Adjusted %Satistaction Score

37 1 .541 1 .544 1 .545 3 1.446 2 1.048 10 4.849 8 3.850 14 6.751 18 8.752 25 11.953 17 8.254 26 12.555 9 4.356 14 6.757 7 3.458 9 4.359 2 1.060 7 3.361 4 1.962 10 4.863 2 1.064 1 .565 2 1.066 3 1.567 2 1.068 2 1.069 1 .572 1 .577 1 .578 1 .579 1 .583 1 .590 2 1.0

Tctal 208 100.0

143

Resgonse Rates gy Education

Years of Frequency Adjusted %Education

0 6 3.03 3 1.54 4 2.05 8 4.06 10 5.07 18 8.98 25 12.49 19 9.410 16 7.911 13 6.412 58 28.713 6 3.014 8 4.015 4 2.016 1 .518 2 1.019 1 .5

202 100.0

APPENDIX M

Analysis et Variance Tables

144

145

Analysis gg Variance gg Functional Healthgy Community

Source D.F. Bum of Mean F FBquares Squares Ratio Prob.

· Between Groups 9 2035.7 226.2 2.07 .0339Within Groups 196 21415.8 109.3Total 205 23451.5

Group means:

community Count Mean

0 23 41.41 22 42.22 15 41.43 26 36.44 24 41.65 13 45.16 25 38.47 19 34.78 22 35.29 g 41.8

Total 206 39.5

146

Analysis gg Variance Q; Morale by Community

Source D.F. Bum ot Mean F FSquares Bquares Ratio Prob.

Between Groups 9 62.8 7.0 1.22 .2855Within Groups 197 1128.7 5.7Total 206 1191.5

Group means:

Community count Mean‘

0 24 27.81 22 29.32 15 29.73 26 28.54 24 28.85 13 28.46 25 28.2 ,7 19 28.08 22 28.39 11 17.9

Total 207 28.5

147

Analysis gg Variance gg social Activitygy Community

source D.F. sum of Mean F Fsquares squares Ratio Prob.


Group means:

Community count Mean

0 22 11.91 22 13.42 15 14.23 26 13.14 24 12.45 13 15.86 25 12.97 19 12.28 21 14.59 11 13.4

Total 204 13.2

148

Analysis gg Variance gg Leadership stylegy Community

Source D . F . Bum ot M68!1 F FBquares Bquares Ratio Prob.


Group means:

Community count Mean

0 24 58.91 22 59.32 15 54.13 25 56.14 24 59.05 14 58.66 26 53.37 19 51.28 21 60.69 gl 47 . 2

Total 207 56.1

149

Analysis gg Variance gg Residential Batisfactiongy Community

Source D.F. Sum ot Mean F FSquares Squatos Ratio Prob.


Group means:

Community Count Mean

0 24 54.01 22 55.02 15 53.53 26 54.34 24 55.05 14 55.16 26 56.47 19 53.08 21 59.99 gz §4.8

Total 208 55.2

150

Analysis gg Variance gg Years gg Communitygy Community

Source D . F . Bum of MOB!} F FBquares Bquares Ratio Prob.

‘ BBtWB8¤ GtOupS 9 78.4 8.7 .884 .5401Within Groups 194 1912.0 9.9Total 203 1990.4

Group méaust


0 21 5.51 22 5.32 15 6.83 27 5.54 23 5.85 14 5.46 25 4.47 19 5.08 22 5.1

“

9 gg 4 . 3Total 204 5.3

151

Analysis gg Variance gg Education gy Community

Source D.F. Sum ot Mean F FBQUSIGB BQURIGS Ratio PI'0b •

Between Gt¤up8 9 196.5 21.8 2.02 .0392Within Groups 192 2077.4Total 201 2273.9

Group means:


0 21 10.81 21 9.92 15 9.03 25 10.24 24 10.75 13 8.86 25 9.77 19 10.08 22 7.69 11 8.g

Total 202 9 . 6

152

Analysis gg Variance gg Age gy Community

Source D.F. Sum of Mean F FSquares Squares Ratio Prob.

B6tWGe¤ Groups 9 979.8 108.9 1.77 .0754Within Groups 193 11845.2 61.4Total 202 12825.0

Group means:


0 21 72.11 22 74.02 15 73.73 26 75.84 22 71.15 14 71.46 25 69.57 19 76.88 22 72.29 gl 73.§

Total 203 73.0

APPENDIX N

correlation Matrix and Regression Analysis Tables

153

CIJTT51 A21 311 ÜAÄTZ Ii

EESEAT LBESTL SCCZAL HORALE HEALTH ERTLST5 E205 AGE SEK

EEEEAT 1.000 .42731 .27241 .0946 -.0735 -.0759 -.24251 -.0566 -.3555LBSETL .43711 1.000 .19201 .0891 -.16341 -.1428 -.1481 -.19621 -.1729ECIIAL .27241 .19201 1.000 .17641 .16241 .0016 -.0665 -.0560 .1419HURALE .0946 .0891 .17641 1.000 .19921 .0941 -.0107 .0075 .01:4HEALTH -.0758 .16341 .16241 .19921 1.000 -.0287 .0505 -.0229 .0752HRTLETS -.0789 -.1425 .0016 .0941 -.028' 1.000 .0246 .0975 .276415225 -.2425 -.1481 -.0665 -.0107 .0550 .0246 1.000 -.1137 .21521A55 -.0866 -.19:21 -.0560 .0075 -.0299 .0975 -.1082 1.000 '.0923551 .0555 -.1729 .1419 .0164 .0752 .27641 .21521 .0953 1.000

Hate: Reese: · 9es;:e::;aL Ea:;e*a::;:r: ;:·s:l - -eacers:;: Scale: 5::161 - 5¤::el A::;v::v:Harale - 9EZ fcrsle izslez 5E512R ~ F;::::::aL ÜEEÄIR1 wrtlsts - farzzsl 5äa:;s:5::: - Ed::a:;¤n.

1 S1§3101C3IE az the .05 level sr aevcnc.

155

HULTIPLE REGREBBION ANILYBIB PGR PATH MQDEL

Dapsndant variabla - Punctional Haalth

Multipla R .12024R Bqultl .01446Adjustsd R Bquara -.00618BCIDÜIZG zrror 10.38186

Analysis ut Varianoss

8ourc• D.!. Bun ot Msan P PBquarss Bquaras Ratio Prob.

Ragrassion 4 302.0 75.50 7.00 .5925Rasidual 191 20586.5 107.78

variablas in tha lquationz

Variab1• b BE b BETA t Biq t

D-Il! 3.3803 2.5983 .1034 1.348 .1794Ag! -.0347 .0964 -.0262 -.360 .7193Ed¤¤lti¤¤ .1167 .2330 .0372 .501 .6171D•narriag• -1.9790 2.6087 -.0567 -.759 .4490(cuultant) 40.0545 7.6952 5.205 .0000

156

MULTIPLE RBGRBSBION ANILYBIB POR PATH MODEL

Depehdeut variable - PGO Morale Scale

Multiple R .20433R Square .04175Adjueted R Square .01653Standard rzrar 2.23999

Analyeie O2 Variahoez

Bouroe D.P. Bun of Mean P PBquarea square: Ratio Prob.

Reqreeeiou 4 41.5 8.31 1.66 .1473Reeidual 190 953.3 5.02

variables in the Equationz

variable b BB b BETA t Big t

D••ex -.0419 .5438 -.0005 -.077 .9387Age -.0005 .0208 -.0176 -.243 .8080Education -.0151 .0503 -.0221 -.300 .7641D-narriage .7721 .5637 -.1014 1.370 .1724Health .0397 .0156 .1819 2.543 .0118(oohatant) 26.7451 1.7742 15.075 .0000

157

MULTIPLE REGREBBIOM ANALYBIB POR PATH MODEL

Dapandant Variabla · Social Activity

Multipla R4

.27057R Squara .07321Adjuatad R Squara .04378Standard Error 3.52859

Analyaia O! Varianca:

Sourca D.I. 8ua ot Haan I ISquaraa Squaraa Ratio Prob.

R!g!!!Ii¤¤ 6 185.9 30.98 2.49 .0243R!!1d¤a1 189 2353.2 12.45

variablaa in tba Equationz

Vatiabla b BE b BETA t Big t

D-I!! 1.9555 .8567 .1715 2.283 .0236Ag! -.0337 .0328 -.0732 -1.028 .3051Educltißn -.1241 .0793 -.1134 -1.565 .1192D-IIZIIIQO -.5755 .8924 -.0473 -.645 .5197Hllltn .0264 .0250 .0757 1.055 .2928PGO Mßtll! .2592 .1143 .1623 2.268 .0244(OOBIEIDE) 7.3198 4.1416 1.767 .0788

150

MULTIPLE REGREBBION ANALYBIB TOR PATH MQDEL

D•p•¤d•¤tVa:i•b1• - L••d•:•hip 0ty1•

Mu1tip1• R .30417R square . 14759Adju•t•d R 0quar• .11505Standard Exrcr 0.39560A¤•1y•i• ot Va:i•¤¤•:

0ouzc• D.!. Bun ot M••¤P P0qu¤:•• 0qu•:••

Ratia Prcb.

R•q:•••ic¤7 2294.4 327.77 4.65 .0001

R••id¤n1 100 13251.6 70.49

v•:iab1•• in th• Equaticuz

va:i•b1• b BE b BETA t Big t

D-••x-1.6700 2.0662 -.0570 -.770 .4374Ag•-.2150 .0702 -.1094 -2.761 .0063”

Educaticn -.3200 .1090 -.1106 -1.690 .0927D-¤•z:i•q•-3.7245 2.1256 -.1237 -1.752 .0014

H••1th -.1409 .0597 -.1726 -2.495 .0135PGC M¤:•1• .4471 2.0662 .0567 -.770 .4370Bccial .4422 .1731 .1707 2.555 .0114(ccnstant) 66.6905 9.9354 6.712 .0000

159

MULTIPLE REGRESSION ANILYSIS POR PATH MODEL

D•p•nd•nt Variabla - Rasidsntial Satistaction

Multip1• R .51222R Squars .26237Adjustsd R Squars .23081Standard Error 5.82747

Analysis Of Varianooz

Source D.P. 8un ot Msan P Esquazea Squaros Ratio Prob.

Rsqrsssion 8 2258.7 282.34 8.31 .0000Raaidual 187 6350.4 33.96

‘variablss in tbs Equation:

variabls b SE b BETA t Big t

D-Ia! 4.0184 1.4364 .1914 2.797 .0057Aqa -.0413 .0553 -.0487 -.747 .4563Education -.4590 .1327 -.2279 -3.458 .0007D·narriaq• -1.7332 1.4874 -.0774 -1.165 .2454Haalth -.0111 .0421 -.0174 -.265 .7915PGC Morals .1036 .1926 .0352 .538 .5915Social .2997 .1222 .1628 2.452 .0151Laadorship .2447 .0506 .3288 4.833 .0000(constant) 40.1615 7.6782 5.231 .0000

APPENDIX O

Frequencies fox Revised Model

160

161

FREQUENCIES FOR REVISED PATH MODEL

Sex, Race by Education Group

Education Level

Sex <9 >9

Male 13 9Female 61 119

Total 74 128

Race

White 53 107Other 21 21

Total 74 128

APPENDIX P

correlation Matrix and Regression Analysis Tables,Education Equal to or Less Than Eight Years

162

163

CORRELATION MATRIX FOR REVISED PATH MODEL(N = 72)

Education Equal to or Less Than Eight

Correlations: RESSAT LDRSTL SOCIAL MORALE HEALTH

RESSAT 1.0000 .5248* .3829* .1467 -.0461LDRSTL .5248* 1.0000 .3269* .1984 -.1719SOCIAL .3829* .3269 1.0000 .1087 .0219MORALE .1467 .1984 .1087 1.0000 .2903*HEALTH -.0461 -.1719 .0219 .2903* 1.0000

Note: RESSAT - Residential Satistaction; LDRSTL -Leadership Style; SOCIAL - Social Activity;MORALE - PGC Morale Scale; HEALTH — FunctionalHealth.

*Significant at the .05 level or beyond.

164

MULTIPLE REGREBBION AIILYBIB POR REVIBED PATH MODEL

Education Equal to or Lsss Than Eight

Dspsndsnt variabls • Lsadsrship 8ty1•

uultipls R .43563R 0q¤l!• .10977Adjustsd R Bquars .15403standard Error 0.55747

Analysis Of Variancsz

8ourc• D.P. Eur ot loan P PBquarss Bquarss Ratio Prob.

Rsqrsssion 3 1166.3 300.70 5.31 .0024Rssidual 60 4979.6 73.23

variablss in ths xquaziene

variabls b BE b BETA t Big t

Hltlth -.2231 .1029 -.2474 -2.169 .0336PGO Motalo .9041 .4379 .2369 2.065 .0420Bocill .7774 .2704 .3066 2.792 .0060(cßnltant) 20.0731 12.1500 2.375 .0204

165

MULTIPLE REGREBBIOH ANlL!8I8 IOR REVIBED PATH MODEL

Educaticn Equal ta er Lass Than Eight

Dspsndsnt vaziabls - Rasidsntial 8atistacti¤n

Multipla R .57163R Bquats .32676Adjustad R Bquazs .28657Btandazd Errcr 6.85748

Analysis 0t variancsz

8ourc• ¤.!. sun at Maan E EBquarss Bquarss Ratic Pzcb.

Rsqtsssicn 4 1529.2 382.31 8.13 .0000R•Iid¤a1 191 20586.5 107.78·

variablss in ths Equation:

vaziabls b 8E b BETA t sig t

Blllth .0136 .0852 .0173 .160 .8734PGC M0!l1• -.0926 .3617 .0278 .256 .79888¤¢il1 .5172 .2356 .2338 2.196 .0316Llldltlhip .3890 .0972 .4458 4.003 .0002(cchltlut) 24.4111 10.1394 2.408 .0188

APPENDI! Q

correlatien Matrix and Regressicn Analysis Tables,Educatien Equal to or Greater Than Nine Years

166

167

CORRELATION MATRIX FOR REVISED PATH MODEL(N = 126)

Education Equal to or Greater Than Nine

Cortelatioust RESBAT LDRBTL SOCIAL MORALE HEALTH

RESBAT 1.0000 .2796* .1796* .0545 .0193LDRSTL .2796* 1.0000 .0933 .0448 -.1002BOCIAL .1796 .0933 1.0000 .2072* .1707MORALE .0545 .0448 .2072* 1.0000 .1150HEALTH .0193 -.1002 .1707 .1150 1.0000

Note: REBBAT - Residential Satistaction; LDRSTL -Leadership Style; SOCIAL - Social Activity;MORALE — PGC Morale Scale; HEALTH - FunctionalHealth.

•Siqni£icant at the .05 level or beyond.

160

MULTIPLE REGREBBIOM AIILYBIB EOR REVIBED PATH MODELEducatian Equal to Or ¤r•at•r

Than M1¤•

D•p•¤d•¤tVariabla

- Laadarahip 0ty1•

Mult1pl• R .15456R 8qua:• .02309Adj¤•t•d R 8quar• -.00011standard Err¤: 0.66277

Analyaia Ot va:ia¤¤•:

0our¤• D.!. su 0t M•a¤E E0quar••

Bquaraa Ratic Prcb.

R•qr•••iO¤ 3 224.1 74.60 .99 .3976R••idua1 122 9155.3 75.04·

variablaa in tha Equatienz

variabla b BI b BETA t Big tE•a1th -.1032 .0767 -.1227 -1.347 .1006PGC M¤ra1• .1471 .3666 .0360 .401 .6090social .2506 .2244 .1066 1.152 .2514(¤¤¤•ta¤t) 52.0706 10.4112

5.001 .0000

169

IIULTIPLB RBGRBBBIOI AIALYBIB POR REVIBED PATH MODEL

ldüßltibl Equal to or 0r•at•r Than Mi¤•

D•p•¤d•¤t Variablo - Roaidantial Batiataction

Multipla R .32005R squaro .10243Adjuatad R Bquara .07276standard Error 5.10020

Analyaia O! Varianooz

0ouro• D.!. Bun ot Moan P PSquaroa Bquaroa Ratio Prob.

Raqraaaion 4 371.7 92.94 3.45 .0104Roaidual 121 3257.1 26.92 _

variablaa intb•

Equatioas

variablo b 88 b BETA t Big t

Eaalth .0202 .0463 .0195 .220 .0259Pac Moralo .0233 .2197 .0009 .106 .9156Bocial .2253 .1351 .1493 1.660 .0979Loadarabip .1662 .0542 .2672 3.065 .0027(oonatant) 40.6912 6.0449 5.945 .0000

{ 7John A. Mufgég

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