Dissertations / Theses: 'Leadership in organization'

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Leander, A. Brian. "Intercultural leadership| A mixed methods study of leader cultural intelligence and leadership practices in diversity-oriented churches." Thesis, Eastern University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645746.

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The purpose of this two-phase, sequential mixed methods study was to examine and explain factors relating to leadership in diversity-oriented churches in the United States by obtaining quantitative results from a sample of 65 senior pastors and 92 top-management team members, then follow-up with a multiple case study to explain the results in more depth. The instruments used for quantitative data collection were the 20-item four-factor Cultural Intelligence Scale, the adapted 8-item Openness to Diversity Scale, and the Leadership Practices Inventory. The study's sixteen findings establish significant relationships between leader cultural intelligence, top-management team openness to diversity, and leadership practices, and elucidate how those relationships contribute to a positive organizational diversity climate. In addition, openness to diversity and church polity were discovered to influence TMT perceptions of the senior pastor's leadership practices. Therefore, the findings support the conclusion that investigating intercultural leadership in a domestic organization could reveal new theoretical insights while having implications for leadership practice and organizational effectiveness.

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Pannabecker, Bradford W. "Natural Leaders| How Interacting with Nature Impacts Leadership Practices." Thesis, Saint Mary's College of California, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13807233.

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Within today's technologically enmeshed world, people are spending more and more time in front of screens (both large and small). This comes at a cost; time spent outdoors is becoming scarce. How does engaging with nature impact our practice of leadership? A Collaborative Inquiry carried out by four individuals with personal leadership practices explored this question. We found that our leadership practices were improved through spending time in nature. A significant impact we identified was that our experiences in nature had an ego-reductive influence, turning our focus outwards and improving our ability to navigate complex situations with greater fluidity. We recommend that leaders looking to alter their perspective adopt a practice of intentional reflective time in nature.

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Montenegro, Adauto de Vasconcelos. "Study about organizational commitment, leadership styles and organizational culture at a cearense organization." Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=18510.

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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy. O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, Ã investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados Ã composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clÃ atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.

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Meyer, Alan E. "Servant Leadership Attributes in Undergraduate University Students." Thesis, Concordia University Chicago, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3572623.

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The objective of this research study was to ascertain if attributes of servant leadership were more fully developed in undergraduate students nearing graduation than in those students who recently embarked on their university program. The university at which the project was completed endeavors to make its undergraduate students servant leaders as publically stated in its vision, mission, and other public statements and documents. The results of the research indicate that of the five servant leadership attributes selected, the seniors indicated higher scores in two categories, lower in one, and showed no statistical difference in the other two. As a result of this study, therefore, it cannot be concluded that the upper classmen had stronger servant leadership attributes than freshmen. The implications of this result include the need for further study around the students’ environments and history, the institution’s curriculum and extracurricular content, and the culture of the university in light of its mission and vision.

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Lopez, Stephanie Osterdahl. "Vulnerability in Leadership| The Power of the Courage to Descend." Thesis, Seattle Pacific University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10789508.

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As authenticity and trust continue to be recognized as key pillars of effective leadership in today’s world (Avolio et al., 2004; Mayer et al., 1995; Peus et al., 2012), organizations need leaders who are willing to be vulnerable with those they lead. The purpose of current study was to explore the relationship between courage, other-centered calling, vulnerability, and leadership differentiation. The sample for the current study included 296 self-identified leaders who report being responsible for the work and development of others. Leaders were primarily Caucasian (83.7%), male (55.9%), and from a church/ministry setting (41.2%). The study occurred over a year span within an online leadership development tool. Moderated mediation in Hayes (2013) PROCESS Macro was used to test the hypotheses. Courage was positively related to vulnerability (B = .226, p = .000), and the relationship between courage and vulnerability was significantly moderated by other-centered calling (B = .112, p = .032). Additionally, the relationship between vulnerability and leadership differentiation was examined and found to be nonsignificant (B = -.004, p = .901). Findings from this study indicate that courage and other-centered calling are key factors in allowing leaders to choose vulnerability with those they lead.

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Padilla, Carla Raineri. "An archival study of leadership requirements of combined emergency management/fire departments." Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3712785.

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A nation-wide study of the leadership requirements for combined emergency management and fire departments from medium-sized municipalities was conducted. It has been widely recognized by the emergency management community and the federal government that emergency management should be professionalized. The first step in professionalization is standardization. The study disclosed that there was an extremely high variability in the training, education and experience requirements for each of the leadership ranks. Not only was there high variability in the requirements for holding each of the ranks, the ranks themselves varied greatly from department to department. The single rank present in all departments was that of chief, and even for that rank, 30% were appointees with no concrete position requirements. Furthermore, the actual requirements for each of the leadership ranks was compared to recommendations from three professional organizations, the International Association of Emergency Managers, the International Association of Fire Chiefs and the National Fire Protection Association. Not only did the actual requirements for each rank vary greatly from the recommendations from each organization, the recommendations between the organizations varied greatly. It is quite clear that even the professional organizations have not come to a consensus of opinion or agreement on requirements, nor are they even close to doing so. Two departmental models were also examined, and once again there was a high variability of requirements for each leadership rank. Although standardization is the first step in professionalization, there has been little movement in that direction. Emergency management has a long way to go if it is to be professionalized, and the safety of the public and nation stand in the balance.

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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.

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Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.

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Křetínská, Tereza. "Leadership Communication Role within International Business Organization." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193179.

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The thesis focuses on the role of leadership communication within a multinational business organization. It aims to confirm the critical importance of communication provided by leaders to their team members. The literature review will focus on the existing communication flows within organizations and the current research results and insights in the field of leadership communication, which is a new, emerging domain of study. Thanks to recent quantitative research (Men, 2014b), it has been already confirmed that leadership communication has a direct effect on employee-organization relationships and overall internal communication. However, qualitative research has been suggested for validation of how the discovered model works in concrete environments (Men, 2014b). Thus, the research section will reveal the findings of in-depth semi-structured interview analysis within a global internal IT services provider which is part of a Group enterprise operating in the logistics industry world-wide. The thesis will culminate in defining logical reasoning for adding communication skills to the company's core competencies for organizational managers and leaders.

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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization. In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.

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Clark, Jonathan Tyler. "Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750.

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Røsdal, Trude. "Leadership and leadership communication in a matrix structured organization : some critical factors." Doctoral thesis, Norwegian University of Science and Technology, Faculty of Natural Sciences and Technology, 2005. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-763.

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This case study has shown how nearly every success and failure in the matrix structured Segment X was a result of leadership behaviour. If Project I was to be an unreserved success every leader on every level had to succeed in their efforts. After having interviewed employees and leaders, and observed several meetings the overall impression was of a well-functioning, mature matrix organization. However, it is not correct to say that Project I was an unreserved success. There were some areas within the matrix structure that appeared to be more troublesome than others. After having examined each of the seven related research questions the main research question should be answered: What constitutes an effective Norwegian matrix organization in terms of communication and leadership as perceived by its members/employees? In order for a leader in the matrix organization to succeed on a general level, it was perceived that he or she should be emotionally intelligent and possess social and communication skills. Communication skills that in particular were suggested to be of great importance were the ability to create a sense of commitment to organizational goals in each employee, and to be able to persuade the employees to reach set goals in time. Employees increasingly no longer ask “What should I do?” but “Why should I do it?”, and persuasion seemed in fact to be one of the more difficult aspects for the leaders of Segment X. Extensive interpersonal and communication skills were also perceived to be of great importance to meet the challenges of the matrix structure. The main challenge associated with the matrix structure was the distribution of resources. In order to handle this challenge in an effective way and avoid conflicts, respect for the current rules was pointed to as crucial by both functional and project leaders.In general the most obvious challenge for Segment X and in particular Project I was the teams and the management of teams. The two teams of special interest in this case study experienced some serious problems. Team management and the composition of the teams were the main reasons that the teams struggled. Both these issues will be the responsibility of the functional management. Thus in a matrix structured organization where the use of work teams is necessary it is of great importance to in a more thorough way evaluate both the skills and style of the potential team leader and also consider the composition of the team. Since teams actually carry out the projects of the matrix organization, the effectiveness of the matrix organization is more or less dependent on well functioning teams.The truly effective matrix organization is constituted first of all of socially skilled leaders on all levels who are effective persuaders, who are willing to respect the formal rules of the matrix structured organization, and who are able to alter their leadership style depending on the context. All this highlights the importance of and need for a stronger focus on leader communication and behaviour.The results from this case study conducted in a Norwegian organization do not differ to any great extent from the findings of other relevant studies conducted in other countries (the literature reviewed in this thesis is mainly from English speaking countries). However, it does seem like the Norwegian organization (Segment X), and in particular in relation to Project I (as Project I formed the basis for this study) is a well functioning matrix organization, that has stared clear of some of the most obvious challenges mentioned by other research into matrix organizations. For instance the multiple reporting relationships that exist within a matrix organization were not mentioned to any great extent, neither by the leaders nor by the employees of Segment X.In relation to further or future research within the area of organizational structure, leadership and leadership communication, several suggestions can be made. For this organization in particular it would be of value to conduct more research into the use of teams. As the teams are so important in a matrix structured organization like Segment X, more knowledge should be gained about the factors that will impact on the effectiveness of the team. One other question that could be raised is whether the necessary leadership skills and leadership communication will differ within a production oriented company compared to an innovation oriented company.It is also of interest to be able to discuss why or if there are differences between a Norwegian matrix organization in terms of leadership and leadership communication, and matrix organizations in other countries. Future research will also benefit from using both qualitative and quantitative approaches, maybe especially in relation to investigate how communication skills of leaders are related to the feeling of commitment in the employees.

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Mailert, Johanna, and Ida Stanar. "Exploring engaging leadership in a global organization : Taking the lead in leadership." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-257564.

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Daniels, Lydia M. "Servant Leadership and Non Servant Leadership Organization Triple Bottom Line Reporting Outcomes." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2923.

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The competitive environment of the 21st century, failure of U.S. companies, and the financial crisis of 2008 have moved leadership expectations to the forefront of research. However, there is a lack of empirical research about organizational reporting outcomes of self-identified servant leadership (SL) organizations compared to self-identified nonservant (non-SL) organizations. Guided by Greenleaf's SL theory, the purpose of this study was to compare information on organizational data for triple bottom line (TBL) reporting outcomes in SL organizations and non-SL organizations. Using causal comparative research design and global reporting initiative data with a sample of 12 organization reports, reporting outcomes were compared from 6 SL and 6 non-SL organizations. The independent variables were SL and non-SL organizations. The dependent variables were TBL outcomes (social, financial, and environmental) with 55 intervening variables such as economic impact, greenhouse gas emissions, and human rights. Data analysis included descriptive statistics such as comparative analysis of the total and average of reporting outcomes and inferential statistics such as t tests. Findings of the study showed no statistically significant differences existed between TBL reporting outcomes of SL and non-SL organizations. Implications for positive social change lie in the focus on humanism in leadership in which organizational reports provide reliable outcome data for future community building and influence on social good.

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Herbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005herberts.pdf.

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McGaha, Kristina K. "An Interpretive Phenomenological Study of America's Emerging Workforce| Exploring Generation Z's Leadership Preferences." Thesis, University of Phoenix, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10974750.

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By 2030, almost every entry level role in the United States will be filled by a member of Generation Z (born after 1995). Researchers have noted an unclear understanding of the Generation Z perspective on leadership; despite Generation Z’s increasing presence in the workforce. This knowledge gap is detrimental to organizational viability and can negatively impact organizational performance and strategy. The purpose of this study was to identify the leadership preferences of Generation Z based on their lived experience in the workplace; and discuss to what extent Generation Z prefers a transactional or transformational leadership style. A theoretical frame that links generational identity (generational cohort theory) to leadership theory supports the exploration of these preferences phenomenologically and establishes the significance of generational leadership preferences on organizational performance. Semi-structured, open-ended interviews were conducted and analyzed using a modified version of interpretive phenomenological analysis (IPA). IPA revealed six (6) emergent themes in the phenomenon under investigation (specifically Generation Z’s workplace experiences); the themes were described and their implications interpreted. The findings were validated using a relatively novel tool for phenomenology: freelisting (a cultural domain analysis tool). The findings describe Generation Z’s ideal leader and their introspective thoughts on their workplace identity and experiences. It was concluded that Generation Z tends to prefer transformational leadership more than transactional leadership, supported and predicted by the literature. Understanding Generation Z’s leadership preferences will provide insight on better methods for organizations to recruit, train, and develop employees. Such insights will also be beneficial to future Generation Z research.

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Catlin, Mary Ellen Vandeberg. "Assessing leadership competencies /." view abstract or download file of text, 2004. http://wwwlib.umi.com/cr/uoregon/fullcit?p3153779.

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Thesis (Ph. D.)--University of Oregon, 2004. Typescript. Includes vita and abstract. Includes bibliographical references (leaves 137-144). Also available for download via the World Wide Web; free to University of Oregon users.

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Young, Alethea G. "Identifying the impact of leadership practices on organizational agility." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543416.

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This mixed-methods case study examined the impact of leadership on practices to organizational agility. Leaders and employees from three organizations (two universities, one financial institution) participated in surveys and interviews to generate data related to the organizational and personal leadership orientations and styles exhibited, the degree of agility in the organization, and the impact of organizational and personal leadership orientations and styles on organizational agility. Study findings suggested that leadership varies based on industry- and organization-specific demands, organizational agility can exist across industries and organization types, and that adopting a long-term focus and practicing agile leadership behaviors throughout the organization may promote higher organizational agility. Organizations are encouraged to promote agile leadership through their hiring, learning and development, and performance review processes. Future research should utilize larger samples, improved data collection instruments, and focus on examining the critical few agile leadership behaviors that may most strongly predict organizational agility.

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Heredia, Rene. "Leadership Development in a Multigenerational Workplace| An Exploratory Study." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10638384.

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The boundaries within our workplace continue to disappear and employees at all levels are impacted by the cultural and technological differences among generations. The gaps in values, beliefs, life experiences and attitudes are increasing. Leadership is essential in bridging these gaps to achieve top performance and operational excellence. There is no single strategy to provide support for developing leaders, each business must implement what works for them. Executive coaching, as an increasingly popular leader development strategy, seems to maximize employee engagement while fostering collaboration and teamwork. This exploratory research study explores how executive coaches are preparing leaders to succeed in managing the multigenerational workplace. Through a virtual interview process, the researcher explores the experiences, discussions and perceptions of 88 executive coaches about different generational cohorts, as it relates to leadership development and the workplace. Most of the coaches responding to the survey belong to the Baby Boomer generation (72%, n = 55), followed by Generation X (19%, n = 14) and Traditionalists (9%, n = 7). The respondents claim to have coached on average 105 individuals during the last five years. The vast majority of them hold an executive coaching credential (72%, n = 55). Through a rigorous textual analysis process five themes emerged from the data: (a) developmental assignments, (b) feedback processes, (c) formal programs, (d) self-development assignments, and (e) developmental relationship assignments. The information gathered provides a better understanding of these best practices as well as areas of opportunity in developing leaders in a multigenerational setting. These findings suggest that although executive coaches are aware of the need their clients have for being prepared to successfully lead a multigenerational workplace; executive coaches still need to develop ways to tailor their specific coaching approaches considering the growing impact of the multigenerational workplace phenomena. In addition, findings suggest the need for organizations to have a clear strategy for addressing the multigenerational workplace phenomena and that in doing so, they can start by implementing effective leader development programs.

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Coscia, Nancy Beth DeBord. "Student Organization Involvement and Leadership Development| Traditional-Aged Undergraduate Students Participating in Academic Student Organizations." Thesis, Indiana Wesleyan University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10930273.

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The purpose of this study was to investigate the influence of student organization membership on the development of leadership practices among traditional-aged undergraduate students. Specifically, the influence academic-related student organizations have on the leadership development of its student officers and members. This quantitative study explored the transformational leadership behavior of student officers and members of academic-related student organizations at a large research I public university in the mid-west. The student version of the Leadership Practices Inventory (LPI) was utilized to provide self-reported assessments of the leadership practices of the student organization officers, student organization members, and of students not involved in student organizations. Analysis was completed to determine the level of practice of the five leadership practices identified by the Student Leadership Practices Inventory and to compare these levels of practice between students involved in academic-related student organizations and students who were not involved in a student organization. The study documented a significant difference for all five leadership practices between students who served as academic student organization officers and students who were not involved in a student organization. The results for the comparison between students who were members of an academic student organization and students who were not involved in a student organization found no significant difference for all five leadership practices identified by the Student Leadership Practices Inventory. Analysis was also completed to determine any differences in leadership practice based upon sex. The majority of these comparisons showed no significant difference. However, there was a significant difference between student organization officers and students not involved in a student organization. Female student organization officers self-reported higher scores in the practices of Inspire a Vision, Challenge the Process, and Enable Others to Act. Male student organization officers self-reported higher scores in the practices of Model the Way, Inspire a Vision, and Challenge the Process. There were no significant differences within study groups.

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Cappannelli, Chris. "The Impact of Organizational Leadership upon Premature Attrition in Homeland Security Investigations." Thesis, St. Thomas University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10811615.

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Attrition, especially premature turnover, is a problem faced by many organizations. Homeland Security Investigations (HSI) is a major investigative directorate within the U.S. Department of Homeland Security. This directorate was formed in 2003 as the result of the merger of the legacy investigative divisions of the U.S. Immigration and U.S. Customs Services. Premature attrition appears to be an ongoing concern within HSI, which potentially threatens the mandate of the agency to enforce numerous federal laws. Researchers have asserted that transformational leadership, especially in the wake of major organizational change, can increase employee commitment and reduce attrition; however, there is little or no literature related to the relationship between leadership style and premature attrition from HSI, or in federal law enforcement generally. The researcher used a quantitative study and a slightly modified version of the Multifactor Leadership Questionnaire-5X Short to survey a convenience sample of HSI special agents in the South Florida area to assess the impact of leadership style and historical or anticipated premature attrition. The resultant data was subjected to a logistic regression analysis using the Statistical Package for the Social Sciences (SPSS). The analysis revealed that leadership style was not a statistically significant factor in identifying past or anticipated attrition; however, the small sample size and the possibility of confounding factors, such as physical, psychosocial, or financial, were important limitations of the study. This study, while yielding unexpected findings, provided one of the first known examinations of the connection between leadership style and premature attrition in federal law enforcement, and serves as a starting point for additional future inquiry.

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Cheng, Gary. "Mindfulness and the Toxic Triangle| Reducing the Negative Impact of Toxic Leadership in Organizations." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10841008.

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Toxic leadership costs organizations millions at a time in lost employees, lost customers, lost productivity, and even lost health. The literature shows toxic leadership extends beyond just leaders into an interconnected ?toxic triangle? of destructive leaders, conducive environments, and susceptible followers. This study explored, ?Can a free, online mindfulness-based stress reduction course reduce the negative impact of toxic leadership on the organization?? Ten volunteers self-identified as currently working under a toxic leader. The study used an explanatory sequential mixed methods design to measure resistance, compliance, and core self-evaluation along with interviews and journals. The results indicated mindfulness did reduce the negative impact: conducive environments were less conducive and susceptible followers were less susceptible. Additionally, mindfulness had influence on the entire toxic triangle and resulted in unique Toxic Triangle Influence Maps for each situation. Finally, family systems theory was found to be particularly useful for understanding leadership in a toxic triangle.

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Shortridge, F. Wesley. "Codependency in church systems| The development of an instrument to assess healthy church leadership." Thesis, Assemblies of God Theological Seminary, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10100495.

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In spite of the prevalence of methods and literature devoted to church health, many churches remain plateaued or are declining. Some churches ignore reality and base their worth and identity on things less than biblical identity and Christian mission. Many declining churches demonstrate an environment similar to the codependency seen in addictive family systems. The published literature has expanded the understanding of the concept of codependency that was traditionally applied to family systems affected by alcohol and substance abuse by applying it to dysfunctional organizational structures. This project builds on this research. It investigated the hypothesis that dysfunctional churches exhibit dynamics similar to codependent family systems. The project adapted the Spann-Fischer Scale for Codependency, and in a pilot study of nine churches, two scales were developed: Church Health (a = .891) and Church Codependency (a = .745). A moderate negative correlation (r = -.431) between these scales supported this hypothesis. It appears that the concept of codependency possesses elements that could assist church leaders to better understand dysfunctional churches. The project suggests a new approach to church health in certain environments and provides a new lens through which those desiring to help the local church grow might view their work.

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Alajmi, Nasser, and Malika Kalitay. "Leadership Development in International Student Organization : Case Study on Erasmus Student Organization (Sweden)." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84919.

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The research on the topic of leadership has long been the area of interest for scholars for many decades. Despite the extensive amount of literature available there is still a gap when it comes to research about the role of student organization in the leadership development of an individual. This thesis project, therefore, is designed in order to gain deeper understanding of the potential effect of a student organization on the leadership development of a student who took leadership position within student organization. This ambition was accomplished through qualitative research with semi-structured interviews conducted in a case study of Erasmus Student Network. The results of the research have revealed certain link between the leadership development and person’s participation in the activities of student organization. Additionally, cultural aspect has been identified as the important factor of the organization. As the result of our findings, we may conclude that there is a positive correlation between student organizations providing a good opportunity for students to test their leadership abilities in a safe environment, while it was not possible to identify the extent of that impact on the leadership development of an individual. We believe that our research may add value to the theoretical knowledge on the leadership topic in the context of student life while giving an opportunity for the reader to use the findings of this study as a practical information and guidelines for potential of student organization to have an impact on the future of an individual.

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Boockoff, Shawn. "The Relationship Between Leader-Member Exchange and Organizational Citizenship Behavior in a Federal Government Organization." Thesis, NSUWorks, 2016. https://nsuworks.nova.edu/fse_etd/87.

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This applied dissertation was a study of the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) in a federal government organization in Washington, DC. As a result of the organization’s business and leadership challenges, understanding the relationship between a leader and a follower and extra-role behaviors may help to understand how high-quality relationships are developed with staff members that are productive and motivate staff to extend their efforts beyond normal expectations. Productive high-quality relationships demonstrate loyalty, consideration, and affect towards the organization and its leaders. Understanding the relationship between LMX and OCB in a federal government organization may help to produce greater awareness of the factors that lead to high-quality leader-member relationships. Knowing the characteristics of high-quality relationships may promote extra-role behaviors enabling increased job satisfaction and greater results. Federal organizations find that many employees have low job satisfaction. In addition, only 38% of federal workers believe leaders generate high levels of commitment. The researcher employed an explanatory sequential mixed-methods design that included surveys and interviews. The sample study was composed of 50 paired dyads from 433 employees of the target federal agency selected using convenience sampling. Survey instruments were used for demographics, LMX, and OCB to gather data. The results from the LMX and OCB instruments were used to formulate interview questions for a select group from the core sample represented by the top and bottom 5% of raw survey score totals. The targeted federal organization should benefit from this study. The results showed how differences in the quality of the relationship between a leader and a follower related to OCB, or extra-role behaviors and led to recommendations on leader-subordinate relationships.

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Akiyoshi, Laurence Francesco. "Developing the Next Generation of Organization Leaders| A Gap Analysis." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10747722.

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This research study utilized the gap analysis framework developed by Clark and Estes (2008) as foundational scaffolding to understand how a highly successful pre-IPO technology company is addressing the development of its next generation of executive leaders. The purpose of this study was to evaluate the knowledge, motivation, and organizational assets and barriers influencing the ability of direct reports to the executive leadership team to develop the critical leadership competencies needed to advance into executive leadership positions, or to assume more complex leadership roles as the organization continues to grow in size and scale. The design of this study drew from four principle data sources to understand and evaluate the current practices of leadership development; they included literature review, surveys, individual interviews and document analysis. The literature review identified fourteen requisite knowledge, motivation, and organizational influences. Through analysis of survey, interview, and historical document data, eight influences were validated of the fourteen initially identified. Key points from the eight influences recognized the need for a shared understanding of the leadership competencies needed by future leaders, that leadership development tools and infrastructure are in place to the development process, and that current executive leadership fosters an organization culture where developing future leaders is as high a priority as building valued products or revenue generation. The Kirkpatrick and Kirkpatrick New World Model (2016) was utilized in the development of recommendations and evaluation mechanisms. This model facilitates the development of a holistic approach in selecting recommendations to close the validated influence gaps and evaluation strategies to monitor and measure impact. While the results and recommendations from this study provide one unique company an approach to developing its next generation of leaders, selected recommendations may transfer to other organizations.

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Hendricks, Clarence Nowellin. "Integrated leadership : a leadership approach for school management teams." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018610.

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School managers currently face major challenges of finding innovative ways to improve the quality of teaching and learning and ultimately student outcomes. This might be because contemporary leadership models promote either requisite curricular expertise or requisite leadership qualities or requisite norms and values which impact notably on teaching and learning. This study examined to which extent School Management Teams (SMT’s) contribute to the quality of teaching and learning when utilizing an integrated leadership approach in primary schools.The extent to which integrated leadership contributes to the quality of teaching and learning is investigated through an exploratory mixed method approach. Case studies in six different schools were conducted through both qualitative and quantitative research methods to obtain data regarding the thirty-six participants’ integrated leadership qualities. Data was gathered through focused group interviews, observations and a questionnaire. The Annual National Assessment results for two consecutive years (2010 and 2011) of grade three and six learners for literacy and numeracy were collected to determine the relationship between integrated leadership and quality teaching and learning and the extent to which integrated leadership impacted on student outcomes.The findings revealed that SMT’s confused integrated leadership with the utilization of qualities from a range of leadership styles each seeking to fit the purpose of an activity, and then claim they are employing an integrated leadership approach. Integrated leadership on the contrary is one leadership model with different qualities and when utilised as a complete package, in a unified manner, has the potential to have a significant impact on the quality of teaching and learning and ultimately student achievement. The findings also indicated that the majority of SMT members are either not utilising integrated leadership or occasionally utilise some of the integrated leadership qualities. This might be one of the main reasons for unsatisfactory academic performance in schools. Integrated leadership thus, when implemented in its totality at all times, possesses all the qualities to have a significant impact on the quality of teaching and learning nationally and internationally.

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Spain, Michele Anne. "Changing the world through servant leadership." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632614.

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Leadership theories provide guidance, methods, and models for effective leaders. Many leadership theories, such as transactional, transformational, and servant leadership, identify a set of leadership traits or behaviors an effective leader possesses. Robert Greenleaf's (1970) servant leadership theory and characteristics have endured for decades. Greenleaf's servant leadership theory has resurfaced and grown in popularity as evidence by his work being widely cited in new publications, leadership journals, and articles on servant leadership (e.g., Ken Blanchard, Stephen Covey, and Peter Senge). A number of authors have studied Eunice Kennedy Shriver and written about her leadership style, but no one to date has conducted an analysis to determine if her characteristics match those of a servant leader. This dissertation was a historical case study to recognize the leadership of Shriver and analyze the supposition that she was a servant leader. Shriver had the vision that became the Special Olympics movement that transformed the lives of people with intellectual disabilities and their families and communities worldwide. The fact that under the leadership of Shriver the Special Olympics achieved global success makes a study of her leadership style significant to the field of organizational leadership. This qualitative case study sought to determine if leadership behaviors of the research subject, Eunice Kennedy Shriver, exemplified the 10 characteristics (behaviors) of servant leadership as defined by Robert Greenleaf (1970) and Larry Spears (1995, 1998b). Servant leadership is the antithesis of leadership in much of corporate America. For decades, American managers of large corporations and the military have applied an autocratic (command and control) style of leadership. Servant leaders are selfless and seek to invest in the people they lead by genuinely caring about them and their success. They understand that success is realized through the efforts of their followers over selfinterest (Greenleaf, 1977). Leadership can be a company's competitive advantage, and servant leadership can be the key element. Laub (1999) and Parolini (2004) found that organizations that fostered a servant leadership culture capitalized on the skills of both their employees and their leaders, which led to greater employee engagement and profitability (Block, 1993; Wheatley, 2005).

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Wiard, Theodore John. "Leadership Behaviors in the Midst of an Organizational Change Initiative| A Case Study." Thesis, Grand Canyon University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10826393.

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The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader’s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin’s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader’s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative.

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Lippincott, Matthew K. "A study of the perception of the impact of mindfulness on leadership effectiveness." Thesis, University of Pennsylvania, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10241984.

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This qualitative research study examined detailed reports by senior organizational leaders linking mindfulness to improved leadership effectiveness. Extensive research supports the existence of a relationship between mindfulness and cognitive, physiological, and psychological benefits that may also have a positive impact on leadership effectiveness. Currently, however, little is known about the processes potentially enabling mindfulness to directly influence leadership effectiveness, and as a result this study was designed to explore this gap in the literature. Data was collected through in-depth interviews with forty-two organizational leaders in North and South America and Europe, many with a history of leadership roles at multiple global organizations. Participants credited mindfulness for contributing to enduring improvements to leadership capabilities, and data analysis revealed new findings clarifying the perceived relationship between mindfulness and tangible results for organizational leaders. Specifically, the results indicate that mindfulness is perceived to contribute to the development of behaviors and changes to awareness associated with improved leadership effectiveness. A potential relationship between mindfulness and the development of emotional intelligence competencies linked to increased leadership performance was revealed as well. The contribution of this study to current literature is also discussed, as are recommendations for future research. Keywords: mindfulness, organizational leadership, emotional intelligence, leadership effectiveness, leadership development, mindful leadership, leader empathy, leader emotional self-awareness, leader emotional self-management, leader social awareness, leader relationship management

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Yost, Sarah Kathleen. "Multi-generational perceptions of supervisor leadership, communication, and employee performance." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648732.

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The quantitative, descriptive study examined workplace communication breakdowns by evaluating generational perceptions of supervisor leadership, communication and employee performance. Participants included members of the Baby Boomer generation, Generation X, and Millenials. Respondents completed an online survey that contained the Supervisor Leadership Communication Inventory. Additionally, respondents answered an open-ended question that asked about a supervisor’s role in facilitating intergenerational communication. Data analysis indicated no significant differences among generational perceptions of supervisor leadership, communication or employee performance. Themes that emerged from responses to the open-ended question aligned with SLCI themes, including leadership, communication and teamwork. Limitations to the study included a lack of participation by members of the Silent Generation, possible misinterpretation of the survey questions and limiting the participants to only those who were employed full-time. Respondents indicated effective leadership was based upon treating employees as individuals and not based upon generational cohort. Recommendations included further research to determine the occurrence of workplace communication breakdowns based upon generational differences. Keywords: generation, communication, leadership, teamwork.

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Al-Hilali, Mohamed. "Transformational leadership and organizational effectiveness| A predictive study at American Muslim organizations." Thesis, University of Phoenix, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3570201.

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The study of leadership in wide range of organizational settings has demonstrated the advantage the Full Range Leadership (FRL) of transformational leadership approach over other leadership styles in predicting organizational performance and other outcomes. Research has found that leadership is one of the most significant contributors to organizational performance. However, very little research has been completed on the link between FRL and organizational performance at American Muslim Organizations (AMOs). This lack of empirical research, the increase use of FRL in assessing pastoral leadership (Rowold, 2008), and its positive and strong association with effective organizations as shown in literature were the primary motivators for this study. The Multifactor Leadership Questionnaire (MLQ-5X), a proven leadership assessment test, was administered to 320 congregants at 12 AMOs in the greater Dallas area, TX, USA to determine preferred leadership styles and whether there is a significant correlation relationship between senior leadership styles and organization performance. Created and updated by Bass and Avolio (2004), the questionnaire measure three objective indicators of organizational performance: congregants’ satisfaction with leadership, motivation toward extra effort, and perceived leadership effectiveness. Results of descriptive analysis showed that senior leaders at AMOs scored relatively high in the average of all responses and in six of the nine leadership factors, suggesting that Full Range Transformational Leadership Model (FRLM) was the style practiced by senior leaders at targeted organizations. The results of multiple regression analysis of aggregated leadership factors scores revealed that blended specific elements of the (FRLM) led to higher satisfaction, motivation toward extra effort and perceived leadership effectiveness among congregants. Multiple regression analysis for separate leadership factors scores revealed the following findings: (1) Contingent Reward leadership style (CR), which requires performance measurements to reward achievement beyond meeting standards, is inextricably linked with the Transformational leadership style. (2) FRLM consisted of nine hierarchal factors on a continuum basis and strongly proffered as the most effective leadership approach at the studied context. (3) Idealized influence, attribute and behavior, did not reach significance, suggesting that AMOs are shifting from religious leadership to secular one. (4) Intellectual stimulation did not reach significance either, suggesting that leadership at AMOs does not empower followers nor facilitate creativity and independent thinking among them. Factor analysis findings (PCA) suggested that the nine factors of FRLM can be represented by three main factors to explain 75.4 of the variability in the original data. The findings of this study provided strong support for FRLM to work well with the senior leadership at AMOs. Discussion of the implications and recommendations was provided.

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Muetudhana, Julia. "An exploratory study of managerial leadership in mechanistic, organic and virtual organisations." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52110.

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Thesis (MA) -- University of Stellenbosch, 2001. ENGLISH ABSTRACT: Current time pressures, complexity, rapid change, global competition, and the merging of computer and communication technology are facilitating a trend toward the virtual workplace. As the growth in the virtual workplace accelerates, organisations face new challenges to cope with new organisational structures and managerial leadership roles. Of particular relevance to this study is that the new organisational forms necessitate new management structures, which might be different from mechanistic structures. It also implies that the prevalence of managerial leadership in different organisational structures might be different. Using the Multifactor Leadership Questionnaire (MLQ) of Bass & Avolio (1994) and Organisational Structure Questionnaire of Miller & Droge (1986), this research attempted to investigate the prevalence of leadership in mechanistic, organic and virtual structures. Hypotheses were tested to determine the relationship between leadership and structure; leadership and environment; and environment and structure. The data was collected through a field experiment. The study was aimed at middle, senior and top level management. Of the 165 questionnaires sent out, 80 middle level managers, 20 senior level managers and two top level managers completed questionnaires. The results reflect that both transformational and transactional leadership occur in organic organisations. The results also reflect that both transformational and transactional leadership occur in virtual organisations. The results of the survey also show that only some of the organic-mechanistic dimensions predicted the prevalence of leadership in these structures. A positive relationship was found between organic and virtual structures. Environment served as a poor predictor for the prevalence of transformational and transactional leadership in a dynamic or stable environment. The results also confirmed that virtual organisations do occur in dynamic environments. However, no relationship was found between environment uncertainty and either mechanistic or organic structure. Conclusions are drawn from the results obtained and recommendations are made for future research. AFRIKAANSE OPSOMMING: 'N EKSPLORATIEWE STUDIE VAN BESTUURSLEIERSKAP BINNE MEGANISTIESE, ORGANIESE EN VIRTUELE ORGANISASIES. Huidige tydsdruk, kompleksiteit, snelle verandering, globale kompetisie en die samesmelting van rekenaar- en kommunikasietegnologie fasiliteer 'n tendens tot die onstaan van die virtuele werkplek. Met die versnelling van die groei van die virtuele werkplek kom organisasies voor nuwe uitdagings te staan om nuwe organisatoriese strukture en leierskaprolle te hanteer. Veral relevant met betrekking tot hie~die studie, is die feit dat nuwe organisatoriese vorms nuwe bestuurstrukture wat van meganistiese strukture sou kon verskil, noodsaaklik maak. Dit impliseer ook dat die voorkoms van bestuursleierskap binne verskillende organisatoriese strukture verskillend sou kon wees. Hierdie studie poog om die Multifaktor Leierskap-vraelys (Multifactor Leadership Questionnaire (MLQ)) van Bass en Avolio (1994) en die Organisatoriese Struktuur-vraelys (Organisational Structure Questionnaire) van Miller en Droge (1986) te gebruik om die voorkoms van leierskap binne meganistiese, organiese en virtuele strukture te ondersoek. Hipoteses is getoets om vas te stel wat die verband tussen leierskap, struktuur en omgewing is. Die inligting is deur middel van'n veldeksperiment ingesamel. Dit was gemik op bestuurders op middel-, senior en topbestuurdersvlak. Een honderd vyf-en-sestig vraelyste is uitgestuur en 80 middelvlakbestuurders, 20 senior bestuurders en twee topbestuurders het vrealyste voltooi. Die resultate toon dat beide transformasionale en transaksionele leierskap wei binne organiese organisasies voorkom. Die resultate reftekteer ook dat beide transformasionale en transaksionele leierskap binne virtuele organisasies voorkom. Daarbenewens toon die resultate van die opname dat slegs sommige van die organies-meganistiese dimensies die voorkoms van leierskap binne hierdie strukture voorspel het. 'n Positieve verband is tussen organiese en virtuele strukture gevind. Omgewing het as In swak voorspeller vir die voorkoms van transformasionele en transaksionele leierskap gedien. Die resultate het ook bevestig dat virtuele organisasies wei' binne dinamiese omgewings voorkom. Geen verband kon egter tussen omgewing-onsekerheid en meganistiese of organiese struktuur gevind word nie. Alfeidings is uit die verkree resultate gemaak en voorstelle ten opsigte van toekomstige navorsing word aan die hand gedoen.

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Wilson, Douglas Francis. "Servant Leadership and Job Satisfaction in a Multicultural Hospitality Organization| A Quantitative, Non-experimental Descriptive Study." Thesis, Grand Canyon University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3597448.

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The purpose of this quantitative, non-experimental descriptive study was to examine the relationship between servant leadership and job within a multicultural hospitality organization. The theoretical foundation of the study, servant leadership, was supported by the premise that servant leaders within multicultural organizations value the job satisfaction of their employees. Thirty-nine employees completed the Organizational Leadership Assessment (OLA) survey instrument, and the data were analyzed through the utility of SPSS v. 20. The results revealed that a statistically significant relationship existed between servant leadership and job satisfaction as perceived by culturally diverse employees within a hospitality organization (r = 0.635; p < 0.0005). Thus, the discovery of this new knowledge contributed to the fields of cross-cultural leadership, servant leadership, and hotel management regarding the potential utility of servant leadership principles within a multicultural hospitality organization.

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Komai, Mana. "An Economic Theory of Leadership." Diss., Virginia Tech, 2003. http://hdl.handle.net/10919/11194.

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This dissertation develops an economic theory of leadership based on assignment of information. Common theories assume that organizations exist to reduce transaction costs by replacing imperfect markets with incomplete long term contracts that give managers the power to command subordinates. This view reverses all of these premises: I study an organization in which it is costless to transmit and process information, contracts exist in the backgound if at all, and agents are not bound to the organization. The organization is held together by economies of scale in generating information and by the advantages of controlling access to that information. The minimalist model of organizations produces a minimalist theory of leadership: leaders have no special talent but are leaders simply because they are given exclusive access to certain information. A single leader induces a first best outcome if his incentives are aligned with his subordinates. If a single leader is not credible, then diluting the power of leadership by appointing multiple informed leaders can ensure credibility and improve e.ciency but can not produce the first best. If agents are di.erentiated by their costs of cooperation the most cooperative player is not necessarily the best leader. In this scenario, the ability of the group to sustain fully cooperative outcomes may depend on the player with the least propensity to cooperate. Therefore, to maximize e.ciency (i.e., to maximize the range of circumstances in which e.cient cooperation is sustainable), the group should sometimes promote less cooperative people. Here, "less cooperative" means lazy or busy rather than disagreeable. This dissertation also applies the idea of leadership (endorsement) to voluntary provision of public goods. I show that when the leader is unable to fully reveal his information expected contributions, ex-ante, are unambigeously higher in the leader-follower setting. That is partial revelation of information induces more contribution compared to full revelation or complete information. I also show that if the utility functions are linear then ex-ante welfare is unambigeously higher in the presence of an informed endorser. Ph. D.

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Pregitzer, Lynn M. "The future of physician leaders| A study of physician leadership practices." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3629114.

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The administration's healthcare reform act of 2010 brings changes that are targeted to increase the quality of care, cut rising healthcare costs, and improve the health of the population, but the principle objectives of the law can only be met with the active involvement of physicians. However, leading in multidisciplinary healthcare organizations is difficult and physicians prepared for leadership are in short supply. Addressing this shortage first requires an understanding of the leadership practices of physicians in order to develop an effective leadership development program. To this end, the primary purpose of this study is to explore the practices of physician leaders. This study used the qualitative phenomenological method to examine the experiences of physicians in their lives as leaders. The theoretical framework used to guide the research was the five practices of exemplary leaders (Kouzes & Posner, 2012). Interviews were conducted with 8 participants and the data were coded and analyzed using HyperRESEARCH, a qualitative coding software package. The validity and reliability of the study were enhanced by presenting an in-depth, vivid analysis of the data, by conducting a peer review and by clarifying the researcher's bias at the outset of the study. The study found that all 5 of the practices in Kouzes and Posner's (2012) theoretical framework were present in physician leaders to varying degrees. Overall, the expressions which represented the practices of "enable others to act," "inspire a shared vision," and "challenge the process," were counted more often than "model the way" and "encourage the heart." The study recommends that instructional designers develop a systematic curriculum with advanced leadership concepts. Additional recommendations include executive coaching and change leadership training. Recommendations for future research include increasing the number of participants, replicating the study using a different theoretical framework, including more physicians from small practices, expanding the study to collect demographics of the participants, and using a quantitative method or mixed method to enhance the transferability of the study results.

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Zarconi, Lucas. "Leader-organization fit: comparing the effectiveness of paternalistic and transformational leadership in different organizational cultures." reponame:Repositório Institucional do FGV, 2014. http://hdl.handle.net/10438/13128.

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Submitted by Lucas Zarconi (lucaszarconi@fgvmail.br) on 2015-01-14T17:13:57Z No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2015-01-16T11:52:22Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-19T16:16:18Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Made available in DSpace on 2015-01-19T16:17:03Z (GMT). No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Previous issue date: 2014-12-17 Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

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Schurch, Linda S. "Seducing engagement| A classic grounded theory study of virtual leadership." Thesis, Walden University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3682410.

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Leading at a distance has emerged concurrently with complex global changes, resulting in the diverse use of technology, virtual teams, and collaboration as a way of solving problems and growing innovative and successful organizations. Little research has been done to explore the perceptions of individuals who lead virtual organizations. In the absence of such research, little is known about effective leadership processes in virtual environments. The purpose of this grounded theory study was to discover an explanatory theory, derived from data, which facilitates an understanding of effective virtual leadership systems and processes. This study used classic grounded theory methodology involving multiple extant data reviews (> 20) and a purposive sampling group of 77 virtual leaders, dispersed globally, who were interviewed using voice-over Internet protocol, phone contacts, and e-mail as data collection methods. The grand tour research question for this study examined issues leaders faced when leading/working virtually and the processes virtual leaders used to resolve the stated issues. Data were analyzed using open coding, sorting, memoing, constant comparative analysis, selective coding, and theoretical sampling. The key finding of this study was a generated theory of seducing engagement, addressing participants' main concern: the process of cultivating success in the virtual worker-learner. Engagement is viewed as a significant variable in successful virtual working, virtual leading, and organizational/company success. The results from this study might be used by global organizations to inform infrastructure and planning for virtual leading; to enhance the knowledge, training, and preparedness of virtual leaders; and to spur further research in a rapidly growing field.

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Keith, Joseph D. "The Relationships Among Leadership Behaviors of Leaders in Training Organizations, Training Methods, and Organization Profitability." Digital Commons @ East Tennessee State University, 1996. https://dc.etsu.edu/etd/2930.

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Business organizations are decreasing funding for training. The problem investigated in this study was to determine if there was a relationship among the leadership behavior of training leaders, the use of newer methods of training, and organizational profitability. A sample of 57 organizations from the Fortune 500 was surveyed to determine leadership behavior and the use of newer methods of training. The Leadership Practices Inventory was used to measure leadership and the Affective Communication Test was used to measure charisma. Profitability data were obtained from the literature. Return on assets, return on equity, the Moody's Corporate Bond Rating, and the Standard and Poor's Opinion were used as profitability measures. Correlation and regression analyses were used to analyze the data. No relationships were shown between leadership behaviors and training methods or between leadership behaviors and profitability. A positive relationship was shown between the number of newer training methods used and organization profitability as measured by return on assets. The following were the newer training methods: (a) accelerated learning, (b) case study methods, (c) computer-based training, (d) experiential exercises/games/simulations, (e) interactive video instruction, (f) multimedia, (g) non-computerized self-study, (h) problem-based learning, and (i) video teleconferencing.

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Logan-Athmer, Amanda L. "The Necessary Leadership Skillsets for the High Reliability Organization Framework Adoption within Acute Healthcare Organizations." Franklin University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=frank1625161255746896.

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Gagel, Gretchen. "The Effects of Leadership Behaviors on Organization Agility| A Quantitative Study of 126 U.S.-Based Business Units." Thesis, Colorado State University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=10936134.

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Organizations face challenges related to swiftly and successfully adapting their products and services to meet the changing demands of the external environment to achieve long-term success. These challenges have prompted the study of organization agility, an organizational capability defined as the ability to swiftly and successfully change in order to achieve long-term financial success (Worley, Williams, & Lawler, 2014). Researchers have theorized that the behaviors and attributes of organization leaders impact organization agility (Worley et al., 2014; Holbeche, 2015). The purpose of this study was to conduct an inferential quantitative research study to determine if leadership behaviors predict organization agility. The research sample included 126 U.S.-based business units within 47 organizations with greater than 1,000 employees. Organization agility was measured using the Agility Survey (short-form) developed by Worley, Williams, and Lawler (2014) to generate a Total Agility Score. The leadership behaviors and attributes of the business unit leaders were measured using the Multifactor Leadership Questionnaire (MLQ-5X; Avolio & Bass, 2004). Confirmatory and exploratory factor analysis determined an alternative five-construct model of leadership behaviors and attributes for this data set. Simultaneous linear regression determined that the leadership behaviors found to predict higher levels of organization agility included (a) exploratory behaviors that support a culture of discovering new ways to solve problems and conduct business, (b) latitude behaviors that provide employees with a high degree of freedom and responsibility in achieving work results and resolving issues, (c) visionary behaviors that create a clear organization purpose and mission that define the “why” of the organization’s existence, and (d) reflective behaviors that cause leaders to challenge their own assumptions and create mechanisms for the organization to do so as well. Simultaneous linear regression analysis also determined that leadership behaviors related to power and structure predict lower levels of organization agility. In addition to the original research question, results were reported comparing the Total Agility Score for organization groups divided by type of organization, size of organization, and year founded; and for business unit groups divided by business unit leader gender and size of business unit. Inspection of these results’ means indicated that the Total Agility Score for for-profit organizations (M = 3.97) was significantly higher than the Total Agility Score for nonprofits/government agencies ( M = 3.67), a difference of .30 on a 5-point Likert scale ( p = .009) and with a larger than typical effect size (d = .77). Inspection of the results also indicated that the Total Agility Score for organizations with 1,000 to 6,000 employees (M = 3.99) was significantly higher than the Total Agility Score for organizations with greater than 6,000 employees (M = 3.83; p = .038) with an effect size between smaller than typical or medium ( d = .37). This research study contributes to the body of knowledge of organization agility by informing scholars, practitioners, and organization leaders as to the leadership behaviors and attributes that predict both higher and lower levels of organization agility. Several additional research studies are suggested that would enhance knowledge related to the conceptual frameworks and theories of organization agility and leadership.

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Stewart, Warrick Tremayne. "Authentic Leadership as a Model for Reducing Licensed Mental Health Professional Leader Burnout." Thesis, Grand Canyon University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3680284.

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A considerable deficit of Licensed Mental Health Professionals (LMHPs) is expected in the United States because of the rapid professional burnout and turnover. Research has related various leadership styles to job satisfaction, organizational commitment, and retention. This study focused on authentic leadership theory and the relationship between authentic leadership and burnout. The researcher conducted a causal-comparative study with a convenience sample of 116 licensed mental health professionals to assess the relationship between authentic leadership and LMHP leader burnout in an attempt to identify a solution to the systemic burnout and turnover problems in community mental health centers. The results indicated that authentic leadership was a statistically significant predictor of all three subscales of the MBI. The multiple linear regression analysis indicated that the subcomponents of authentic leadership had a relationship with the three subscales of the MBI. The transparency sub-component of authentic leadership was particularly important because it was a statistically significant predictor of the emotional exhaustion subscale, while the balanced processing and self-awareness subcomponents were also statistically significant predictors of the depersonalization subscale. The moral sub-component of authentic leadership was a statistically significant predictor of the personal accomplishment subscale, which makes this study useful for development of leadership trainings designed to promote work environments that are able to minimize burnout and turnover in LMHPs.

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Rubio, Angel. "Authentic leadership| Demonstration of authentic leader behavior from the perspective of high school wrestling coaches in successful wrestling programs." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3732011.

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Authentic leadership emphasizes the role of ethics and trust a leader displays and which can be a natural and inherent part of a leader’s behavior (Robbins & Judge, 2010). Leaders who are authentic know who they are, know what they believe in and value, and behave in a way that reinforces those values and beliefs openly and candidly (2010). Authenticity is inward-focused and reflects on the behaviors that a leader believes are virtuous and true, from which they project a self-perception that is consistent with their self-concept (Sosik & Cameron, 2010). Studies within the spectrum of sports have identified that leadership among coaches is a contributor to individual and team performance (Kent & Chelladurai, 2001). In the field of amateur wrestling, coaches can be highly influential in improving their followers’ self-efficacy, which may lead to improved performance and completion of objectives (Rutkowska & Gierczuk, 2012). In leadership literature, however, a substantial gap exists regarding the importance of authentic leadership in sports. This study was executed to identify which qualities, if any, were displayed by amateur wrestling coaches that are consistent with authentic leadership. The study revealed that four constructs – self-awareness, relational transparency, balanced processing, and internalized moral perspective – were each rated highly both by the coaches themselves and other raters. What was also revealed was that authentic leadership had a relationship with success as reported by assistant wrestling coaches. The study also showed that head wrestling coaches had similar views of their own authentic leadership as that reported by assistant coaches and wrestlers. There was not enough evidence to support a relationship with success as reported by the head coaches and their wrestlers.

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English, Heather Joanne. "Coevolution of Distributed Leadership| An Examination of Social Structuring in a Team." Thesis, The George Washington University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3629608.

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Historically, leadership research has concentrated on the charismatic and sometimes mythical qualities of a single, heroic leader. In a knowledge-oriented economy, theories of individual leaders are incomplete because they fail to capture the social nature of complex organizations. A distributed perspective of leadership frames leadership in terms of dynamic patterns of social interaction between people and aspects of their situation and considers the context or structure as important as the human agency. This qualitative single case study, which involved a self-managed team of professionals in a mid-sized global financial services company, explored leadership as a social process in response to goals of organizational effectiveness and corporate organizational change over time. Specifically, this study described how leadership actions were enacted within the context of emerging social structuring, which enhances the understanding of leadership theory and moves us closer to being able to practically utilize a distributed perspective of leadership. Data were collected through observations, interviews, and document review. The findings of strategic alignment with organizational goals and the utilization of advanced technology emerged as external conditions for leadership practice. The nature of interactions within the team was influenced by a combination of five distinct but interdependent elements: shared interest, routines, participation norms, language, and authority structures. The study shows the fluid nature of distributed leadership and the reciprocal dynamics of interactions that coevolve and change over time to best fit with specific circumstances. The findings support three conclusions: (1) the role of context as an essential aspect of leadership practice; (2) the relational dynamics of social structuring and the influence of three fundamental elements of social interaction—meaning, power, and norms—on leadership action; and (3) the strengthening and sustaining ability of the norm of reciprocity on the dynamic interaction among team members. This study is important because it will help organizations better understand, identify, and apply the principles of a distributed perspective of leadership to future situations and will increase the credibility and viability of collective leadership theories.

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Presley, Stephen P. "How leaders engage in complexity leadership| Do action-logics make a difference?" Thesis, Fielding Graduate University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3611483.

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Complexity leadership theory (CLT) (Uhl-Bien, Marion and McKelvey , 2007; Uhl-Bien & Marion, 2009) represents a 21st century transcend and include theory of leadership. This study examined how seven senior managers and leaders working in complex environments engaged in CLT at work, and whether action-logics (Torbert and Associates, 2004) made a difference in how they did so. Participants spanned three action-logics: expert, achiever, and individualist. Data collection for this qualitative study was based on a moderately structured interview protocol developed around the seven primary theoretical components (called "CLT Areas") of the adaptive leadership function presented in Uhl-Bien and Marion, 2009. The interview protocol embodied a language translation from the more abstract academic language of CLT to the idiolect of participants. Individual interviews lasted about two hours. Each participant also completed an action-logic instrument (Leadership Development Profile). The primary study finding is a novel methodology for determining the degree to which participants were engaging in CLT. Existing definitions of CLT Areas as shown in Uhl-Bien, Marion, and McKelvey (2007) and Uhl-Bien and Marion (2009) were expanded via the development of elements comprising each CLT Area. Further, metrics were developed for each element that generated numerical scoring from interview text, providing a means for quantitative analysis to compare differences among participants. Data for three of the seven CLT Areas were analyzed. In addition to the primary methodology finding, data findings guided by the CLT Scoring Framework showed evidence that all participants were engaged in CLT, but in different ways. Moreover, patterns of scoring differences emerged across action-logics, suggesting that action-logics were impacting the way these leaders engaged in CLT. This study represents an early step in the integration of two theories - complexity leadership and action-logic - both of which appear to be related to 21st century environments. The study concludes with a recommendation for how to further integrate these theories in a way that could lead to considerable expansions of both. Of particular interest is the potential to deepen understanding of the role systems thinking plays in regards to action-logics.

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Samara, Abdelhamid. "The Role of Transformational Leadership in Organization Change Success." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1182.

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The purpose of this thesis is to gain better understanding of leading transformation in terms of effective change process models, transformational leaders characteristics and the impact of organization culture on change process. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The thesis has a qualitative approach and the empirical data was gathered through telephone interviews and a webinar (Web-based seminar) with company‟s works in the field of consultancy namely EMERGE International ® and The Leadership Trust ®. I choose to focus on theories and conduct a review of several studies addressed the positive aspects of change and transformational leadership as part of organization change management practice. The main findings from this thesis is that, the approach taken to manage change mirrors the leader mindset and his ability to lead transformation and manage resistance based on becoming more aware of the dynamics of transformation in both human and process level. Further on, the leader needs to be competent in the process of transforming organization in term of his role as a change agent who facilitate, coach and consolidate the short-term wins achievements to ensure that individuals within the organization accept the changes and make progress towards the longer term goals. Moreover, the leader should ensure to design a change process that demonstrates the desired organization culture. Finally, the thesis recommended a model could be used by leaders to guide a transformation process at the organization. The methodology used is based on the scope of change and the degree of employee involvement.

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Osborne, Doreen Rosalind. "The learning organization and leadership for the college system." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/mq25874.pdf.

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Kennedy, Ruth Leigh. "Shared Leadership in a Matrix Organization| An Exploratory Study." Thesis, Fielding Graduate University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10269620.

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This qualitative research explored factors affecting the successful development and implementation of shared leadership in a matrix organization. The study used Creswell’s (2003) exploratory research methodology and thematic analysis to analyze data. Interviews using open-ended questions were conducted face-to-face or via phone with a purposive sample of 20 leaders in executive management in a worldwide apparel and footwear company. The major findings of the study were that (a) cultural differences were the primary factors affecting shared leadership in a matrix organization; (b) having a global acumen was the most important leadership quality needed today; (c) agility, creativity, innovation, communication, and vision were other key leadership qualities identified that enabled shared leadership in matrix organizations; (d) the matrix system was both an enabler and inhibitor for shared leadership, as it facilitated collaboration and communication, but also created conflict (primarily due to human resource struggles with appropriate talent search); and (e) collaboration and communication were key factors for successful implementation and development of shared leadership in a matrix system.

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Streck, Mary Theresa. "Distributed leadership and shared decision making leadership practices that promote collaboration /." Connect to resource online, 2009. http://library2.sage.edu/archive/thesis/ED/2009streck_m.PDF.

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Thesis (E.Ed.)--The Sage Colleges, 2009. "A Doctoral Research Project presented to Professor of Education James Butterworth, Doctoral Research Committee Chair, School of Education, The Sage Colleges." Suggested keywords: distributed leadership; shared decision making; leadership. Includes bibliographical references: (p. 69-74).

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Williams, Timothy M. Sr. "Transformational Leadership Influence on Rapid Organizational Change in Procter and Gamble Global Manufacturing Operation." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3624749.

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Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.

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Jaffer, Salman. "Harnessing innovation in the 21st century| the impact of leadership styles." Thesis, The George Washington University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3557412.

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Innovation is essential for organizational survival and effectiveness and often requires a balance between managing existing competencies, skills, and resources, and pursuing newer and radical aspirations. Organizational leaders play an important role in fostering innovation in the workplace and striking a unique equilibrium between these competing priorities to maximize individual creativity and organizational innovation outcomes. By employing path analyses, this study examined the relationship between two leadership styles—transformational leadership (TFL) and leader-member exchange (LMX) and two forms of organizational innovation (exploration and exploitation). The study also investigated the role that individual and organizational variables played in explaining the leadership-innovation relationship. Results suggested positive but non-significant relationships between leadership styles and organizational innovation due to the high correlations and overlap between the two leadership styles. Follower autonomy was positively and significantly related to exploration innovation. When analyzed separately, positive and significant associations were found for both leadership styles and organizational innovation. Results of this study suggest the equal importance of transformational and relational styles of leadership towards fostering both forms of organizational innovation. In particular, organizational support for innovation was found to mediate the leadership-innovation relationship, suggesting the importance of social mechanisms in translating the effects of leadership into innovation outcomes for the organization.

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Dissertations / Theses on the topic 'Leadership in organization'

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