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Design Thinking in Developing Contexts: Understanding Leading to Global Application Through a Multiple-Case Study

Abstract

The environment in which design thinking was incepted is not a worldwide reality. Therefore, the purpose of this multiple-case study was to extend the empirical reach and practitioner application by examining how entrepreneurs applied design thinking principles to build sustainable entrepreneurial practices while establishing resilient organizations in a lower middle-income country. Globalization and its impacts are societal norms; therefore, a deeper understanding of the application of design thinking beyond industrialized nations benefits organizations worldwide (Brown, 2008; Hector, 2022; Mulyaningsih & Ramadani, 2017; Traifeh et al., 2021). Conceptually, organizational resilience, sustainable entrepreneurship, and design thinking in Egypt’s developing context formed the basis for this research. To align with existing statistical frameworks, the terms lower middle-income countries (LMICs) and developing context were used interchangeably. Utilizing Yin’s (2018) multiple-case study approach, three research questions were addressed through 10 aligned semistructured interview questions asked of six case study participants using a replication logic to achieve saturation. Data analysis used an inductive method to identify patterns in each case report, followed by a cross-case analysis answering the research questions and acknowledging rival explanations. The findings revealed that entrepreneurs perceive and integrate design thinking as a novel, human-centered approach to complex innovation and organizational resilience. Crises became a catalyst for operationalizing design thinking principles to create socially impactful and financially viable ventures. The context forced a locally grounded, iterative, resourceful approach to the understanding and application of design thinking to overcome limitations, leverage contextual strengths, and evolve people and businesses into authentically sustainable ventures. This study expands scholarship and practitioner applications by providing an empirical milieu for the concepts of design thinking, sustainable entrepreneurship, and organizational resilience framed across a range of industries in an LMIC. The diversity of participant and enterprise demographics drives the originality and application breadth of this research. The discoveries presented affirmed the necessity and catalyzed opportunities to develop context-informed, human-centered methods for innovation, problem solving, and entrepreneurial leadership in complex settings with globalized workforces and encouraged situationally viable learning and development content.

Keywords: design thinking, Egypt, lower middle-income countries, organizational resilience, sustainable entrepreneurship

Generational Impacts on Change Readiness: Exploring the Gen Y and Gen Z Cohorts

Abstract

A quantitative causal–comparative design was used to determine whether differences existed in readiness for organizational change between Generation Y (Gen Y) and Generation Z (Gen Z) employees. Readiness was assessed across four dimensions: change-specific efficacy, appropriateness, leadership support, and personal valence using Holt et al.’s (2007) Readiness for Organizational Change scales. The instrument demonstrated acceptable to excellent internal consistency reliability across the four constructs (Cronbach’s α = .74–.95). Responses were received from 140 full-time higher education employees in the United States. Independent samples t tests were used to analyze collected data. There were no significant differences between Gen Y and Gen Z employees on any of the four readiness for change constructs. Therefore, cohort membership was not a significant differentiator of readiness to change in this sample. Rather, these findings align with the growing literature supporting organizational influences on readiness for change, such as leadership, communication, and broader organizational factors. A gap was addressed in the organizational leadership literature regarding generational differences in readiness for organizational change, and practical guidance was provided for leaders implementing organizational change within an increasingly multigenerational workforce.

Keywords: Generation Y, Generation Z, Generational Identity, Readiness for Change

Authentic Leadership, Leader Identity, and Jesus’ Prophetic Voice: A Sociorhetorical Analysis of Matthew 11:1-30, 12:1-21

Abstract

This study analyzes examples and instances of authentic leadership, leader identity, and Jesus’ prophetic voice identified in the pericope Matthew 11:1-30 and 12:1-21 and embodied by Jesus Christ. Sociorhetorical analysis was employed as the tool for exegetical analysis and the extraction of the aforementioned leadership theories. Whenever leaders face a season of adversity or intense scrutinization from naysayers or competitors, it is always the best to remain loyal to followers and counterparts by preparing them for perilous times. Jesus demonstrated that He was an authentic leader who also embodied leader identity when He stated, “From the days of John the Baptist until now the kingdom of heaven suffers violence, and violent men take it by force” (New American Standard Bible, 1960/1995, Mt. 11:12). Jesus, in essence, prepared His disciples for the perils that accompanied His prophetic ministry. Jesus’ prophetic voice aligned with Him being an authentic leader who also possesses leader identity, when He pronounced judgment on the cities of Chorazin, Bethsaida, and Capernaum after they did not repent. The study also yielded the following four principles, which serve as the foundation or framework for future discussions: Principle 1: Leaders who possess leader identity use adversity and opposition to promote their leadership abilities; Principle 2: Effective leaders should convince others that they have leader identity by promoting their followers; Principle 3: Effective leaders are adept at demonstrating leader identity by preparing their followers for challenges and responding positively to rejections; and Principle 4: Effective leaders are skilled at sounding their prophetic voice in alignment with their authentic leadership and leader identity.

Keywords: Organizational Leadership

Towards a Functioning Model of Shepherd Leadership: The Exegetical Extraction of Leadership Essentials

Abstract

This research contributes to the development of a formal theory of shepherd leadership by identifying and arranging six shepherd leadership essentials and one key process indicator, derived from a rigorous and repeatable qualitative process, that can be used to develop future quantitative instruments for subsequent leadership studies. The objective of the current research was twofold: (a) determine the key components that form the basis for a shepherd leadership construct and (b) determine the degree of novelty of the identified shepherd leadership key components compared to other established positivistic leadership theories. A thorough review of the shepherd leadership extant literature found that the current academic and popular press publications have not adequately developed a qualitative shepherd leadership construct from scriptural sources but provided direction for this research by identifying the passages John 10 and Psalm 23 as sources for exegetical analysis. A scaled sociorhetorical approach was applied to these passages, drawing upon various exegetical resources. The resulting data were then subjected to qualitative thematic analysis. This analysis identified six shepherd leadership essentials and one key process indicator. The six shepherd leadership essentials are: provision, protection, vision, communication, presence, and selflessness. The key process indicator that monitors the effectiveness of a dyadic relationship between the shepherd leader and a follower is love. These shepherd leadership essentials were aligned with a three-part model of human existence: body (provision, protection), mind (vision, communication), and soul (presence, selflessness). Additionally, the Maslow (1943) hierarchy of needs psychological model was associated with shepherd leadership essentials, providing a connection point for the key process indicator. These representations were discussed in both a dyadic and multilevel arrangement. Finally, an introductory review was conducted comparing the identified essentials of shepherd leadership and the established constructs of five positivistic leadership theories: authentic, ethical, servant, spiritual, and transformational. The outcome of this review showed the essentials of shepherd leadership provide a novel and possibly integrating construct within the realm of leadership studies.

Keywords: Exegetical Analysis, John 10, Leadership, Qualitative Research, Shepherd Leadership

Higher Education Administrators as Servant Leaders to Promote Organizational Stability During the COVID-19 Crisis: A Phenomenological Study

Abstract

This qualitative phenomenological study examined how higher education administrators applied servant leadership principles to promote organizational stability during the COVID-19 crisis. Leadership is widely acknowledged as essential during times of crisis, yet limited attention has been given to how servant leadership was practiced in higher education during this period of disruption. This study addressed the gap by exploring the experiences of higher education administrators who led through the pandemic. Findings indicated that servant leadership was enacted through intentional communication, empathy, relational engagement, and a consistent focus on the well-being of faculty, staff, and students. Participants emphasized the importance of trust, transparency, and adaptability in maintaining continuity and supporting institutional operations. Leadership practices grounded in service and ethical responsibility were described as central to fostering stability amid uncertainty. In-depth interviews were conducted to explore servant leadership principles demonstrated firsthand. This study contributes to the field of organizational leadership by demonstrating how servant leadership can serve as a viable and effective approach to crisis leadership in higher education. The findings highlight the value of people-centered leadership practices in sustaining organizational resilience and offer insights for leaders navigating future crises.

Keywords: COVID-19 Pandemic, Crisis Leadership, Higher Education Administration, Organizational Resilience, Organizational Stability, Servant

Exploring Positive Perspectives of Person-Job (P-J) Fit and Person-Organization (P-O) Fit and Their Impact on Job Satisfaction for Gen Z and Employer Perspectives

Abstract

I began this study by reading an article about employers firing Gen Z employees and no longer hiring them because of shortcomings, including inadequate communication skills, poor organizational skills, a lack of motivation, a lack of initiative, and inappropriate language in the workplace (Royle, 2024). Balen and Vreja (2018) presented a paper that showed how work-related values and attitudes can have significant implications for Gen Z’s workplace integration. I decided to conduct a study exploring positive perspectives of person-job (P-J) and person-organization (P-O) fit and their impact for job satisfaction for Gen Z and employer perspectives. I interviewed eight Gen Z individuals, two males and six females, ages 19-26, via Zoom using open-ended, semistructured interview questions to address four research questions. I transcribed the interviews and uploaded them to Intellectus Qualitative, an analysis software I used for this study that expedited my qualitative data analysis by coding, thematizing, and generating reports. After transcribing the interviews, I organized and grouped the interview questions and created files for each research question, each containing the corresponding interview questions. In Intellectus Qualitative, I separately created four new projects, one for each research question. I uploaded the interview questions, one for each created project, for the corresponding research question, making the appropriate selections in Intellectus Qualitative, and followed the prompts. Intellectus Qualitative then generated separate reports for each research question, including codes, themes, and excerpts. I used the themes and codes generated by Intellectus Qualitative to answer the research questions, and I have attached the generated coded excerpts as appendices to this study. Intellectus Qualitative was very useful in simplifying the coding and thematic process. Research could continue for future studies to address other areas of P-J fit and P-O fit other than job, employer, and organization, as they relate to Gen Z. The current study comprised Gen Z participants, ages 19-26, from various job sectors, located on the East and West Coasts in the United States, so perhaps narrowing the study to a single job field, or expanding the age range a bit, or expanding to different geographical areas could yield new insights related to P-J and P-O fit for job, employer and organization satisfaction for Gen Z.

Keywords: Gen Z, person-job fit, person-organization fit, job satisfaction

A Multisite Case Study of Organizational Culture: Toward a Model of Church Mobilization

Abstract

The purpose of this qualitative multisite case study was to examine how organizational culture influences congregational mobilization in fulfilling the Great Commission (Matt. 28:16-20). While organizational culture has been widely studied in business and nonprofit contexts, its role within the life of the church remains underexplored. This study addresses this gap by investigating how cultural dynamics shape both the internal life and outward mission of local congregations. Data were collected from three evangelical churches in South Texas representing varied sizes and ministry contexts. Sources of data included semistructured interviews, document and artifact analysis (e.g., sermons, websites, and social media), and site observations. The Denison Organizational Culture Survey (Denison, 1990; Denison et al., 2014) was used descriptively to provide contextual insight into each church’s cultural profile across the dimensions of mission, adaptability, involvement, and consistency. These data were used to complement and triangulate the qualitative findings rather than for inferential analysis. Findings revealed that organizational culture plays a central role in shaping congregational engagement in the mission of God. This study introduces the conceptual distinction between the mobile church and the immobile church to describe how culture either cultivates or constrains participation in the Great Commission. The findings provide insight into how cultural patterns influence mobilization and offer practical implications for church leaders seeking to cultivate cultures that faithfully embody and advance the mission of God beyond the four walls of the church.

Keywords: organizational culture, church culture, Great Commission, congregational mobility, mobile church, immobile church, evangelism, discipleship

The Impact of Leadership Styles on Subordinate Retention: How Leadership Shapes Organizational Culture, Climate, and Talent Retention

Abstract

The purpose of this study was to examine theory and research on leadership styles and their effects on subordinates’ relationships and retention. It is known that leadership cannot exist without employees/subordinates. The problem is that subordinates are inclined to quit, leading to turnover due to a lack of motivation, well-being, empowerment, encouragement, inspiration, effective leadership behavior, and positive reactions from subordinates. This study examined leadership styles and theories of organizational culture and climate to address the need to reconnect leader–subordinate relationships within the organization. These theories or frameworks were utilized to outline directions for future research.

Keywords: leadership style, subordinate, retention, quit, organizational culture, environment

Leader Transparency and Postpandemic Change Management

Abstract

The worldwide pandemic that overcame the globe in 2020 imposed rapid organizational change, rendering leaders to feel unprepared for the daily shifts in protocols and business conditions. Follower anxiety and uncertainty escalated as leaders made decisions without complete or stable information. Some businesses closed permanently; others re-opened as COVID-19 waned. This study focused on business leaders who were open before the crisis, remained open as essential businesses during the pandemic, and remain open currently. Both leaders and followers remained flexible, adapting to the changes to continue providing goods and services during the pandemic and beyond. This phenomenological study utilized the critical incident technique to discover how leader transparency affected follower anxiety and uncertainty through the sudden and rapid changes faced by the world during that time. The participants explained how they prepared their followers for change and what insights they learned during the pandemic that are helpful in their leadership currently. The outcomes of this study are instructive for leaders who aim to prepare their employees for change of many types, as well as providing insights for those seeking to manage their followers’ anxiety and uncertainty.

Keywords: confidence, individualized communication, sacrifice, balance

Exploring Shared Leadership in the Foursquare Church

Abstract

This qualitative study investigated shared leadership in The Foursquare Church. While an increasing number of studies exist regarding shared leadership in secular organizations, very little research exists regarding the relationship between shared leadership theory and leadership in the ecclesial context. I utilized a multicase study approach of three shared leadership teams serving within their local Foursquare churches to ascertain the shared leadership experiences within Foursquare churches in the United States. Data collection revealed how the participants experienced shared leadership and the strategies employed. The qualitative analysis discovered eight themes that answered the research question: What is the shared leadership experience within three Foursquare churches where shared leadership was intentionally practiced? Themes included (a) diversity in age and life experience, (b) collaborative senior pastor, (c) inclusiveness in decision making, (d) increased collaboration, (e) better decision making, (f) communication challenges, (g) interpersonal dynamics, and (h) decision-making inefficiencies. Furthermore, I found a deeper understanding regarding the “hows” of shared leadership within local Foursquare churches, as leadership teams implemented shared leadership principles that contrasted with hierarchical leadership practices. Findings provide ecclesial leaders with a foundation for implementing shared leadership in their context, including six recommendations: (a) practice collaborative leadership, (b) intentionally develop diverse teams, (c) include trusted leaders in decision making, (d) establish consistent communication practices, (e) foster emotional and spiritual health, and (f) define a robust theology of shared leadership. The significance of this qualitative research study is that it offers insights into shared leadership practices within The Foursquare Church and provides avenues for future studies that contribute to the scholarly work concerning shared leadership.

Keywords: ecclesial, Foursquare, qualitative, shared leadership