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Development of an Instrument to Measure Leadership Excellence

Abstract

The study focused on developing an instrument to measure leadership excellence. There is a need to see leadership excellence globally, but in Uganda or East Africa particularly, there are no assessment tools to measure this construct (Cooper, 2001; Dorfman, Javidan, Hanges, Dastmalchian, & House, 2012; Gutterman, 2009; Kiggundu, 1989, 1991). Leadership excellence is defined as being a result of exceptional performance in four dimensions—personal qualities of a leader, managerial behaviors of a leader, organizational demands, and environmental influences (Kanji & Moura E Sá, 2001; Selvarajah, Meyer, Nathan, & Donovan, 2013). DeVellis’ (2003, 2017) eight steps for scale development were followed in developing the instrument. A literature review was conducted, out of which 111 items were generated. The items were reviewed by a panel of experts and reduced to 87 items. An online survey with a 5-point scale was created and administered to 530 participants who scored the items based on the extent to which they described leadership excellence based on their leadership experiences/encounters. The sample size was in alignment with DeVellis’ (2003) recommendation of a minimum of 300 participants for scale development. Factor analysis was conducted on 406 participant results after cleaning the data; a two-factor model emerged, accounting for 66% of the variance. Factor optimization resulted in a two-scale instrument; the two scales were labelled leader qualities and leadership behavior. The process generated six items per scale of The Leadership Excellence Instrument with Cronbach’s alpha of .947 and .949 for each scale, respectively. The Leadership Excellence Instrument can be used in hiring, organizational development, and future research to inform how leadership excellence may be assessed in various settings and cultures.

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Emotional Intelligence as a Moderator of the Relationship Between Followership Behavior and Influence Ability

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The study of organizational leadership focused on a leader’s ability to influence followers (Humphrey, 2002). Goleman (1998) asserted leadership used emotional intelligence ability to affect influence as part of the leadership process. With the emergence of followership research, Kelley (1992) contended effective followers possessed attributes similar to those of effective leadership. This study extended research informing the similarities between leadership and followership behavior founded on literature supporting the congruence between effective leadership and exemplary followership behaviors (Kelley, 1992), the existence of a relationship between followership and emotional intelligence (Nicolet, 2014), and the existence of a relationship between leader emotional intelligence and influence ability (Hong, 2016). This study investigated the moderating effect of emotional intelligence on the relationship between followership behavior and influence ability. Followership behaviors consisted of the courage to assume responsibility, the courage to serve, the courage to challenge, the courage to participate in transformation, and the courage to take moral action (Chaleff, 1995). This study included the use of online surveys to collect data from 116 members of an online community of leaders and aspiring leaders. The survey instrument informed follower behavior, as measured by the Followership Profile (E. N. Dixon, 2003); an emotional intelligence score, as measured by the Schutte Self-Report Emotional Intelligence Test (Schutte, Malouff, & Bhullar, 2009); and participant influence sophistication, as measured by the Cialdini Influence Quiz (Cialdini & Goldstein, 2004). Bivariate correlational analyses provided support for positive relationships between followership and emotional intelligence along with followership and influence. Furthermore, a multiple regression procedure supported the statistical significance of the moderating effects of emotional intelligence. This research resulted in findings supportive of the similar nature of leadership and effective followership. However, an opportunity emerged from the findings as leadership informed a relational process, while followership manifested itself as a behavioral relationship linked to the leadership process through a complementary and supportive interactive role.

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The Relationship between Professional Identity and the State of Flow in Adjunct Faculty Leaders

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A phenomenological bounded case study was performed, which involved interviewing seven adjunct leaders to address two research questions, in order to understand the relationship between professional identity and the capacity to achieve the state of flow among adjunct faculty leaders in higher education. After answering questions to indicate; (a) professional affiliation identifying with their role as an adjunct, and (b) achieving flow in their position, participants answered 10 open-ended questions during an individual interview. The findings of this study suggest that adjunct leaders serve as leaders in academia as; (a) lifelong learners, (b) knowledge workers, and most often (c) serve in multiple work roles along with their peers. The shared characteristics amongst adjunct leaders who achieve flow per the findings of this study include but are not limited to; (a) an authentic leadership style, (b) a high standard for self, (c) a desire/passion for teaching, and (d) an investment in students. This research contributes to the existing literature on the role of adjunct instructors in higher education. In this study two existing gaps in the literature on adjunct instructors are also addressed which includes, (a) the leadership role undertaken by the academic adjuncts along with their faculty peers, and (b) the relationship between professional identity and achievement of flow among adjunct leaders. The intent of this study is to contribute to the existing literature by identifying self-motivated, engaged adjunct professors, and discerning common traits in their professional identity, and its relationship to their capacity to experience a state of flow as leaders.

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The Organizational Impact of Fair Process on Perceptions of Integrity and Trust Within the Salvation Army in Canada

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The organizational communication concept of fair process offers organizational members a voice in decision making, improves the sharing of information around decision making, and facilitates clarification of decisions made within the organization. Kim and Mauborgne’s (1997, 2003, 2005) three-part fair process model features engagement, explanation, and expectation clarity. Kim and Mauborgne’s model aligns with the three categories of Daly and Geyer’s (1994) Procedural Fairness, Employee Voice, and Justification scale. This research investigated a correlation model proposing relationships between the fair process communication dimensions of procedural fairness, employee voice, and justification (independent variables) and perceived leader integrity and perceived leader trust (dependent variables). The study employed a nonexperimental, cross-sectional quantitative approach to investigate the research hypotheses. The data collection methodology and sample were designed to focus on Salvation Army officer leaders in Canada and yielded a data sample of 162 participants. The results indicate that fair process expectation clarity (procedural fairness) is a predictor of both perceived leader integrity and perceived leader trust and that engagement (employee voice) is a predictor of perceived leader trust. Explanation (justification) was not found to be a predictor of perceived leader integrity or perceived leader trust. Discussion of theoretical and practical implications and operational relevance and insight for The Salvation Army is offered from the results of the study. The conclusion reviews limitations to this study and recommendations for future research. This study marks an important contribution to the body of knowledge by offering a never before researched organizational impact of fair process on perceptions of leader integrity and perceptions of leader trust.

Keywords: fair process, organizational communication, integrity, trust, engagement, explanation, expectation clarity, procedural fairness, employee voice, justification

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Building an Ethical Backbone: Leadership and Virtue as Antecedents of Moral Courage and the Moderating Effects of Ethical Disengagement

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Because of the current ethical and moral pressures facing contemporary organizations and leaders (ECI, 2018), this dissertation was designed to add to the empirical research surrounding the area of moral courage. According to Detert and Bruno (2017), little is understood by both practitioners and researchers about the antecedents of moral courage. However, because of the potential professional and personal threats that may come with making individual ethical decisions, training opportunities remain a challenging target for Human Resource and Development (HRD) professionals. In order for individuals to make the best moral decisions in their daily work environment, they will need to possess a moral backbone developed through authentic leaders and virtuous organizations. Using Detert and Bruno’s (2017) classification of antecedents, the following research argues for the antecedents of authentic leadership and virtuous organizations, along with the moderator of the propensity to morally disengage as predictors of moral courage. Participants consisted of 213 adults who have enrolled in a leadership development seminar through a U.S. non-profit training organization. A cross-sectional, quantitative, nonexperimental research design was used to perform hierarchical multiple regression analysis on the hypotheses while controlling for age and gender. Findings indicated partial support for authentic leadership and organizational virtue as antecedents of moral courage with the propensity to morally disengage behaving as a moderator. Implications for HRD professionals, along with suggestions for future research, are included.

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The Role of Leadership in the Social Resilience of Alabama Churches Impacted by Natural Disaster

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The success of an organization depends on many factors, including relationships. Organizational success is impacted by such relationships as those between leaders and followers within the organization, the relationships between the organization and other organizations, the relationship between the organization and the environment, and the relationships between the organization and the community. In addition to the overall success, these relationships also impact the social resilience of the organization. The social resilience of an organization is determined by how the organization processes a threat presented by the environment, such as a natural disaster, and how the organization survives, evolves, and even thrives after the event. This dissertation examined the behavior of leaders within socially resilient organizations to determine which leadership behaviors were associated with organizational social resilience. By using a phenomenological approach in which six participants were interviewed using qualitative methodology, a picture was formed of leadership behavior from two mainstream evangelical Christian churches. Both of these mainstream evangelical churches were located in Wetumpka, Alabama, and experienced catastrophic destruction through a tornadic event occurring on January 19, 2019. Through interviewing three participants from each organization, fifteen meta-themes emerged as related to the behavior of senior pastors leading socially resilience organizations. These meta-themes included: (a) acts of faith, (b) acts of service, (c) charity, (d) acceptance/inclusion, (e) consistency/continuity, (f) openness, (g) shared identity, (h) community involvement, (i) rapid response, (j) communication, (k) interpersonal connection, (l) encouragement, (m) corporate worship, (n) decision-making, and (o) empowering followers. Although additional research is needed to confirm the findings and examine further generalizability, this study serves to fill a gap in the literature regarding the role of organizational leadership in organizational social resilience.

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Women in Ecclesial Leadership: An Exegetical Study of Galatians 3:26-29

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Galatians 3:26-29 proclaims that all who have received Christ as Lord and Savior are sons of God, suggesting that women have equal authority in the church. Galatians 3:28 has received substantial scholarly attention in recent years as part of the modern-day Christian debate of the role of women in the church. Galatians 3:26-29 proclaims that all in Christ, men as well as women, are sons of God, clothed with Christ, and heirs of the promise given to Abraham. However, there are still those in the modern church who limit this spiritual empowerment by asserting that women are not authorized to have teaching and authority roles over men. This study purports that the canonical established essential qualities of Galatian 3:26-29 in the New Testament demands that this passage is an authoritative instruction to all the church for every generation and all dwellings. The actual meaning of this passage is critical for our times, and we ought to discover how the Galatians understood the text. Hence, in light of the present confusion for many Christians, Galatians 3:26-29 was investigated by setting this verse in its historical and cultural context before examining the biblical exegetical intricacies involved. My methodology was social–scientific criticism and sociohistorical criticism, having the fundamental postulation that taking into consideration the historical conditions under which literature was created leads to a closer comprehension of the original meaning of the texts to their writers and first hearers. This is a textual study, exploring the history of the interpretation of Galatians 3:26-29 that may or may not have influenced the lives of women in various communities throughout the early church. The study concludes how the verses were understood and how they may or may not affect leadership roles for women in the modern church. When Galatians 3:26-29 and the implication of what it means to be a son of God are fully understood, it will be noted that a woman can be empowered and anointed to minister in the Spirit with full leadership roles with no limitations.

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Followership and Personality

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The purpose of this paper was to describe the predictive relationships between the personality dimensions of HEXACO on followers’ Critical Thinking and Engagement. Based on the literature review, the researcher developed 12 hypotheses to guide the data collection and analysis. The researcher administered the HEXACO Scale and Kelley’s Followership Scale through an online survey tool and performed regression analysis on the resulting 111 follower responses. The results revealed that certain personality dimensions significantly predicted follower Critical Thinking and Engagement. Specifically, Conscientiousness and Openness to Experience positively predicted follower Critical Thinking, and Emotionality negatively predicted follower Critical Thinking. Honesty-Humility and Conscientiousness positively predicted follower Engagement, and Emotionality negatively predicted follower Engagement. These results have corresponding implications for organizations, leaders, and followers. Organizations can use these findings to improve hiring and promoting by placing followers with the desired attributes in select positions. Leaders could employ their knowledge of the follower’s personality, Critical Thinking, and Engagement to build teams and develop followers. This knowledge assists followers through self-awareness, self-improvement, and peer-mentorship. This is the first study to investigate the HEXACO dimensions of personality on followership using multiple regression. Future researchers should expand the field of followership through follower-centric studies.

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The Co-Shepherd Metaphor: An Examination of the Ecclesial Leader

Abstract

The research examined the role of the shepherd metaphor in the context of an ecclesial leadership team. The study utilized sociorhetorical analysis on the content in Acts 20:17-38 and 1 Peter 5:1-11 in order to observe the relationship between shared leadership theory and the ecclesial team’s identity formation of shepherding. The research revealed positive convergence of the constructs. Specifically, the results demonstrated five themes: teamwork, shepherding techniques, humility, mentorship, and perseverance. Also, these themes produced 10 principles for ecclesial leaders to implement in their organizations. For instance, the first principle is that teamwork shares the workload. Further, the results revealed the potential for a new shared ecclesial leadership theory to be tested.

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Organizational Commitment: The Contribution of Follower Implicit Followership Theories

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Organizational leaders seek to develop organizational commitment among their employees. Employees who display organizational commitment typically have higher job performance, lower absenteeism, and lower turnover, which enhances organizational objectives. The organizational commitment of followers can be measured from the perspective of their leaders or it can be measured from the perspective of the followers. Moreover, leaders have their own implicit followership theories, and followers, in turn, also possess implicit followership theories. The current study analyzes the relationship between the implicit followership theories of followers (FIFTs), comprised of the individual assumptions about the traits, behaviors, and characteristics of followers, and the affective organizational commitment of those same followers. Additionally, the study examines the influence of a follower’s identification with prototypical and antiprototypical followership on the relationships between affective organizational commitment, leader–member exchange (LMX), and in-role and extrarole performance behaviors. This study effectively demonstrates the influence of FIFTs on follower affective organizational commitment. The research samples 207 respondents across various industries, with varied tenures, and different organizational levels within U.S. businesses and nonprofit organizations. Several measurement instruments are utilized from Eisenberger, Karagonlar, et al.’s (2010) study; additionally, the Sy (2010) implicit follower theory scale is used. This research satisfies the call from Sy for future exploration of IFTs on leader–follower interpersonal outcomes and other theories positing the leader’s role in shaping follower performance outcomes. Additionally, Eisenberger, Karagonlar, et al. demonstrated that previously unexplained variations in the strength of the relationship between LMX and affective organizational commitment could be explained by SOE but suggested that future research could extend the concept of organizational embodiment to other organizational entities besides supervisors. While Eisenberger, Karagonlar, et al. determined that SOE was a key moderator of the degree to which the quality of LMX relationships impacted employee commitment and performance, this study proposes to examine follower IFTs as a potential moderator.

Keywords: affective organizational commitment, extrarole performance, followership, implicit followership theory, in-role performance, leader–member exchange

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