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Ontological Principles of Leadership in Acts 2 and 6:1-7 and their Anthropological Implications for the Constructs of Christian Leadership and Spirituality in the Workplace

Abstract

This study examined spiritual leadership from a Christian perspective and the relationship of Christian leadership to spirituality in the workplace based on leadership principles gleaned from Acts 2 and 6:1-7. The study drew on sacred and secular spiritual leadership and spirituality in the workplace theories to provide the framework for understanding the concepts. The methodology employed the texture analyses of sociorhetorical critical methods (Robbins, 1996b) and hermeneutical and exegetical interpretation to reveal eight themes and 11 leadership principles that are ontological in the nature of leadership and anthropological in the context of the workplace as found in the pericope. The research revealed that spiritual leadership that is Christian is distinctive because of the ontological transformation of the leader producing purity and power through the work of the Holy Spirit. Luke’s paradigm of Christian leadership includes an element of self-discipline in maintaining and cultivating the inner spiritual health of the leader through protracted personal prayer and careful study of the scriptures. In addition, the study indicated that spiritual leaders are motivated and empowered by wholehearted devotion to Christ and self-sacrificing compassion for others, particularly those who are suffering, in need, and neglected. The results demonstrated that Christian leadership is egalitarian and pluri-form with no distinction in its applicability in religious and secular contexts. Further, Christian leadership principles lived in the workplace are effective, but the results may not be measured by Western concepts of immediacy.

The Transformational Effect of Trigger Events and Leadership Crucibles in the Lives of Authentic Leaders Development

Abstract

The purpose of this study was to examine the role of trigger events and leadership crucibles in the lives of authentic leaders by answering the question: Do trigger events and leadership crucibles play a significant role in authentic leadership development? The study was based on two theories: authentic leadership theory and born-versus-made theory. Participants were provided by a professional executive development coach and qualified as authentic leaders if they scored between 64 and 80 on the Authentic Leadership Questionnaire. The qualified leaders were then asked to participate in a qualitative interview utilizing an interview guide born out of relevant literature. The interview followed the guidelines of the critical incident technique. The interviews were recorded and then transcribed. The transcriptions were subsequently coded several times, categorizing and extrapolating as much data as possible to develop a better understanding of the effects of trigger events and leadership crucibles in the lives of authentic leaders. The data indicated that trigger events and leadership crucibles play a significant role in authentic leadership development.

Calling and Authentic Followership

Abstract

This research was conducted in response to calls for future research in the areas of spiritual calling and followership. Though research in the area of calling has become more prevalent, it has not distinctly focused on spiritual calling as identified through a biblical worldview. Recent endeavors in this area have yielded development and substantiation of a spiritual calling scale, opening wider the doors of research opportunity. Followership research has been gaining momentum in recent decades; however, authentic followership remains a nascent area, only recently gaining attention, construct development, and tools for measurement. To more fully explore each of these domains and potential interactions, this quantitative study was conducted using survey methodology utilizing the newly developed scales in each of these areas. Data evaluation was conducted through multiple regression analysis and revealed positive relationships between spiritual calling and each dimension of authentic followership, and spiritual calling was indicated as an antecedent of authentic followership. The research and findings contribute empirically to the body of knowledge in these newly emerging areas and provide further validation of measurement tools for use in future research. The research findings also establish a connection between individual spirituality and embodiment of followership. Implications of this connection are discussed and areas of future research considered.

Apostle Peter

Abstract

With cross-cultural leadership literature being sparse and cross-cultural studies predominately done under the auspices of global leadership studies, this study addressed the significant gap in religious cross-cultural leadership. The process of bridging the gap in religious cross-cultural leadership helped in developing a biblical model of cross-cultural leadership addressing cultural hegemony, the postcolonial theory, the Western missionary enterprise, and the boundary line between the global north and global south. The religious cross-cultural leadership particularities of calling, intellectual humility, religious messaging, and interreligious dialogue served as the foundation for a biblical model of crosscultural leadership. On an intrapersonal level, the biblical model of cross-cultural leadership included calling, as in the selection, personal leadership development, and assignment to a specific region within the eight major cultural zones of Western Christianity and the orthodox, Islamic, Confucian, Japanese, Hindu, African, and Latin American worlds. The biblical model of cross-cultural leadership engagements in cross-cultural contexts on a meso-level includes intellectual humility and the ongoing experiential learning of seeking concrete experiences, developing reflective observations, formulating abstract conceptualizations, and testing and experimenting. The goal of biblical religious messaging is respectful Christian persuasion in interreligious dialogues. On a macrolevel, biblical model of cross-cultural leadership is in boundary-spanning global leadership bridging the social boundaries between people first in local settings and then in international contexts. The biblical model of religious crosscultural leadership on a macrolevel is also engaging in world Christianity, an emerging field that investigates and seeks to understand Christian communities, faith, and practice as they are found on six continents, expressed in diverse ecclesial traditions, and informed by the multitude of historical and cultural experiences—an attempt to give voice to the underrepresented and marginalized communities of faith.

Leadership Preferences of Millennials: Exploring How Generation Y Wants to be Led

Abstract

This qualitative study explored the leadership preferences of the older half of the Millennial generation born between 1980 and 1990 in the United States. As Millennials rapidly enter the workforce, organizations will inevitably change. With that, the way leaders lead will also need to change. Literature has provided suggestions for how to best lead Millennials, but very little research has been done from the Millennial perspective asking Millennials how they want to be led. In-depth interviews explored the leadership preferences of the Millennial participants. The 23 participants were purposefully selected from a population of Millennials who were born in the United States between 1980 and 1990, lived in the United States until at least the age of 18, and have been working full time for a minimum of 5 years. The research revealed that Millennials want peer-like relationships with their leaders that are characterized by transparency, collaboration, and two-way feedback. They want hard-working leaders who lead by example and can serve as experienced mentors. Millennials want leaders who care about them as individuals, both inside and outside of the workplace. They want selfless leaders who put the needs of others first. Millennials want empathetic leaders who recognize that life is more than just work and will allow flexibility accordingly. As Millennials continue to join the workforce in substantial numbers, organizational leaders need to reevaluate their current leadership style to ensure they can effectively lead the newest generation in the workforce. Millennials believe they are unique, and they want their leadership tailored. One leadership style will not work for all Millennials. Leaders will need to be flexible enough to adjust their leadership approach to each unique individual and each unique situation. Recommendations for future research consist of expansion to include individuals from the entire generation born from 1980 to 2000 and to conduct a longitudinal study to determine if the leadership preferences of Millennials change over time.

Computers, Cell Phones, and Social Media: How After-Hours Communication Impacts Work

Abstract

In the age of technological advancements such as the smart phone, laptop, and iPad, employers have nonstop access to employees, blurring the lines between work and personal life. In an effort to provide more insight into the work–life balance challenges that result from constant access, this research study examined afterhours communication by way of cell phones, computers, and social media and the relationship with job satisfaction and work–life balance. The absence of work–life balance proves detrimental to organizations, leading to higher absenteeism and higher turnover rates. Thus, it is of the organization’s benefit to understand and create culture that allows work–life balance in congruence with organizational goals. A review of work–life balance defined it as “the individual perception that work and nonwork activities are compatible and promote growth in accordance with an individual’s current life priorities” (Kalliath & Brough, 2008, p. 326). The instruments used to measure these variables include the Facebook Use Scale, which measures Facebook use and engagement with coworkers after hours; the Technology-Assisted Supplemental Work Survey, which measures the use of technology for work purposes after hours; the Work–Life Balance Scale, which measures work and nonwork conflict; and the Job Satisfaction Survey, which measures employee level of satisfaction. The quantitative study used correlation analysis to determine the relationship between after-hours communication as an independent variable and two dependent variables—work–life balance and job satisfaction. Participants were recruited through social media and included working professionals across multiple industries. Despite findings from previous research, the results from this study indicated linear correlations between after-hours communication, work–life balance, and job satisfaction when communication is exchanged through computers and cell phones. Additionally, there was no significance found in relation to after-hours communication by way of Facebook and work–life balance and job satisfaction. Due to an imbalance in population sample and insignificant findings, the study indicated a need for future research.

An Empirical Examination of the Relationships Among Perceived Authentic Leadership, Follower

Abstract

George (2003) discussed how the complexities of 21st-century corporations demand new leadership; George believed leaders need to lead with purpose, promoting values, integrity, and a strong ethical system. Researchers have noted that authentic leadership is positively related to engagement because often authentic leaders strengthen the feelings of self-efficacy, competence, and confidence of their followers (Avolio & Gardner, 2005; Gardner, Avolio, Luthans, May, & Walumbwa, 2005). This study tested the extent to which follower’s hope and follower’s trust in the leader mediated a follower’s perceptions of authentic leadership behaviors of his or her leader and the follower’s level of employee work engagement. Data were collected from a sample of 203 participants that worked in corporate America. Findings from the study revealed there was a positive and significant relationship between perceived authentic leadership behaviors and follower’s work engagement. Follower’s hope and trust in the leader both partially mediated the relationship between perceived authentic leadership and follower’s work engagement since the analysis revealed that after the addition of the mediator, there was very little reduction in the relationship between authentic leadership and work engagement. Theoretical implications of these findings are discussed as well as recommendations for future research.

An Exploration of the Apostle Paul

Abstract

This qualitative study investigated the differences between apostle Paul’s charismatic behavior in Philemon compared to those of destructive leadership theory (DLT) and Weberian charisma. While leadership is mostly a positive phenomenon, the potential for exposure to nonconstructive leadership exists. DLT includes Weberian charismatic phenomena seen as nonconstructive behavior. Both charismatic and destructive leaders, unlike other leadership styles, need a strong influential relationship, positive or negative, between the leader and followers. Philemon is rich for the exploration of Paul’s use of power because it is the only remaining intimate epistle and is replete with rhetoric related to his use of power. Few studies have explored how Paul’s use of power contribute to the discussion of a unique understanding of charismatic behavior in church leadership. Sociorhetorical interpretation, a multifaceted tool, was used to explore the text in Philemon. Sociorhetorical interpretation of Philemon provide insights differentiating the use of charismatic power in Christian contexts from DLT and Weber. First, Paul’s use of power in Philemon makes clear that power is multilateral and shared. It flows from God and is realized between the leader and followers. Second and consequently, this sharing of power aims to align all participants with Christian morals and values. Therefore, Pauline charisma can be recognized by behavior conforming to Christ (deity)—rooted in love and absent from nonconstructive attributes. Abusive behavior is antithetical to the Pauline use of power in Philemon.

Concepts of Human Resource Development in Daniel 3: A Conceptual Framework for Leadership Development

Abstract

I proposed exegetical and qualitative analyses of Daniel 3 that would provide a framework rooted in intellectual aspects of transformational leadership theory (TLT) for human resource development (HRD) consultants to use. The study involved multiple methods of qualitative interpretation and analysis to implement theoretical triangulation into the findings. The study included the following theories for interpretation: (a) hermeneutics, (b) symbolic interactionism, (c) narratology, and (d) systems theory. The key trait of TLT that this study emphasized involved intellectual stimulation (Yukl, 2013). According to many scholars in the HRD field, intellectual methods of stimulation used to create behavioral change include cognitive, psychological, and transformational qualities of learning. Therefore, I argued that the narratives in Daniel 3 described interactions between King Nebuchadnezzar and Daniel’s friends that revealed a transformational process based on leadership qualities rooted in intellectual and psychological learning. The analytical approach in this study included the following methods: (a) sociorhetorical, (b) first-cycle coding, (c) second-cycle coding, and (d) content analysis. The inclusion of multiple methods of analysis served the purpose of using both religious and nonreligious methods of interpretation so that the findings contained increased generalizability to other contexts and so that future researchers may use the findings to conduct more research. Robbins’s (1996a) approach of socio-rhetorical analysis allowed me to exegete the text from a Judeo–Christian perspective. The result included a conceptual framework composed of 10 concepts related to TLT, HRD, adult learning, and spiritual aspects of transformational learning. The numinosum experience played a significant role in the transformational process, which affected King Nebuchadnezzar’s cognitive worldview and leadership beliefs.

Engaging Untapped Talent: Supporting Autistic Employees in Meaningful Employment Opportunity

Abstract

Twenty-first-century organizations are operating amidst a complex, powerful, and fluid environment. Young adults poised to enter the workforce are a dominant force shaping and reshaping contemporary organizations. Amongst this diverse population of organizational entrants is a marginalized and untapped group of young autistic adults (Hillier et al., 2007; Parr & Hunter, 2014). According to The Centers for Disease Control and Prevention (2016), nearly 500,000 autistic individuals are approaching an employable age. Yet, the group maintains higher than average rates of unemployment and underemployment (Hagner & Cooney, 2005; Hillier et al., 2007; Lorenz & Heinitz, 2014; Mawhood & Howlin, 1999; Müller, Schuler, Burton, & Yates, 2003; Parr & Hunter, 2014). F. M. Gwynette (personal communication, December 12, 2017) suggested the symptomatology of autism present barriers for young adults in acquiring and maintaining meaningful employment. Johnson and Joshi (2016) suggested autistic employees experience stigmas due to perceived social impairments. Perceived impairments present untraditional challenges within the workplace leaving employers uncertain of how to provide appropriate supports to engage autistic employees (Johnson & Joshi, 2016; Parr & Hunter, 2014). This bounded case study explored what organizations can do to engage autistic employees. The main theoretical frameworks that anchored this study were engagement, perceived organizational support, person–organization fit, person–supervisor fit, and person–job fit. Purposeful sampling was used to acquire a medical practitioner who specializes in autism spectrum disorder, a leader and self-advocate who managed autistic employees and serves as an autism consultant, and high-functioning autistic young adults (ages 18-35) with employment experience. The analysis for the study included in vivo coding and analytic memos (Saldaña, 2013). Results found individualized consideration as the cornerstone for organizational supports that engage the autistic cohort. Additional themes that emerged included areas such as wellness, acceptance, humility, intention, open-mindedness in leading, stability, predictability, assertive communication, demonstrations in learning, long-term support, and sensory support. The illuminated concepts and practical strategies enhance engagement of high-functioning young autistic adults in the workplace.

Keywords: accommodations, autism, autistic, employment, engagement, supports