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The Moderating Effect of Accountability on the Relationship Between Authentic Leadership and Job Satisfaction in a U.S. Naval Unit

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This study used quantitative research to explore the moderating effects of the accountability constructs of responsibility, openness, and answerability on the relationship between the authentic leadership behaviors of self-awareness, internal moral perspective, balanced processing, and relational transparency and the single aspect of job satisfaction. A hierarchical multiple regression model was designed to measure the proposed variables within the relationship being explored. Research found that limited investigation exists regarding the hierarchical regression model study of accountability as a moderating effect on authentic leadership and job satisfaction. The quantitative model consisted of 16 separate hypotheses. The sample population consisted of 104 usable responses out of 106 total respondents (N = 104) among three separate naval units who had the same mission objectives. Permission was received by the three Commanding Officers to conduct the study on the various sites. Initial results, Hypotheses 1 through 4, continue to significantly support the theoretical assumption that self-awareness, internalized moral perspective, balanced processing, and relational transparency enhance the construct of job satisfaction. However, adding the moderating effect of responsibility, openness, and answerability hierarchical multiple regression analysis revealed partial support. The study found that there were mixed results among the 12 hypotheses that looked at accountability as a moderating effect to the relationship between the behaviors of authentic leadership and job satisfaction. The research concluded with a focus on significance of the findings, theoretical implications resulting, and recommendations for future research.

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An Empirical Investigation of the Relationships Among Authentic Leadership, Mindfulness, and Job Involvement

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Organizational spending on mindfulness training programs for leaders and followers continues to abound, while empirical research on employee mindfulness remains dearth. The current study sought to make a positive contribution to both mindfulness and authentic leadership research in organizations by identifying how mindfulness and authentic leadership are related to positive organizational outcomes like job involvement. A cross-sectional study was completed using a snowball method of sampling controlling for age, gender, supervisor versus nonsupervisor, and industry type (education, health care, manufacturing, and service). The study examined both the relationship between the individual characteristic of employee mindfulness and the workplace outcome of employee job involvement together with the complementary influence of authentic leadership, as perceived by employees. The intent of this study was to determine the presence of mindfulness, without intervention, and the relationship between both authentic leadership and mindfulness on the workplace outcome of job involvement. The study found a significant positive multivariate relationship between authentic leadership and mindfulness and between authentic leadership and job involvement. However, surprisingly, the results showed a significant negative relationship between employee mindfulness and job involvement. Since previous research on mindfulness in workplace literature is quite limited, the current study presents an opportunity to better understand the impact of mindfulness in the work context.

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Developing Transforming Steward Leadership Scientifically Validated Measurement Instrument

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This dissertation focused on developing a scientifically validated instrument to measure the transforming steward leadership, using DeVellis’ (2017) eight steps in developing a measurement instrument. The concept was operationalized from transforming leadership (Burns, 1978) and steward leadership (Donaldson & Davis, 1991). The literature explored in this study led to the extraction of 334 items covering the following aspects of transforming leadership and stewardship: (1) Personal transformation (Bennis, 2009; Singleton, 2018; Blanchard & Hodges, 2003). (2) Serving leadership (Patterson, 2003; Sendjaya & Pekerti, 2009; Wong & Davey, 2007). (3) Emotional intelligence (Goleman, 2018). (4) Self-leadership (Cristofaro & Giardino, 2020). (5) Self-development (Alorda, 2020). (6) Calling and purpose (Fry, 2003; Guiness, 2003). (7) Character (Winston, 2005; Hannah & Avolio, 2011; Singh et al., 2019). (8) Integrity (Bauman, 2013; Cloud, 2006; Moorman & Grover, 2009; Palanski & Yammarino, 1999). (9) Morals (Kim & Kim, 2012; Marques, 2017; Skubinn & Herzog, 2016). (10) Ethical leadership (Brown & Trevino, 2006; Gemechu, 2019; Johnson, 2018). (11) Authentic behavior (Bass & Steidlmeier, 1999; Avolio & Gardner, 2005). (12) Sacrificial leadership (De Cremer et al., 2004). (13) Humility (Morris et al., 2005; Stith-Flood, 2018). (14) Competencies (Alban-Metcalfe & Alimo-Metcalfe, 2009; Hewitt et al., 2014; Boyatzis, 2008; Costin, 2008). DeVellis’ (2017). Three experts reviewed the 334 and reduced it to 64 items to forms the transforming steward leadership questionnaire (TSLQ). An online survey was developed using a seven-point semantic differential scale and administered to 341 participants from the USA, Asia, and Africa, covering ten organizations. The survey assessed participants’ perceptions of their team leaders. Factor analysis using principal component analysis was conducted on the 64 items through oblimin rotation further reduced to a three-factor instrument with 24 items. After conducting scale optimization, the three-factor instrument was reduced to 15 items assessing the three factors. The final 15-item transforming steward leadership questionnaire (TSLQ) had a Cronbach alpha of .94. The TSLQ has high validity and is therefore useful for further research to expand the transforming steward leadership.

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Follower-Centered Leadership: The Relationship Between Followers

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Follower-centered leadership focuses on followers’ roles and the behavior that influences leaders. The purpose of this dissertation was to understand the relationship between the followers’ perception of the leaders’ implicit followership theory (LIFT) and the followers’ self-report of their own authentic followership (AF). Based on Shamir’s call to “reverse the lens,” I examined two follower-centered approaches using LIFT (e.g., role-based views) and AF (e.g., constructionist views). I designed this study as a quantitative correlational study to test 24 hypotheses under a central research question. Data were collected via survey from a convenience sample of 151 South Korean participants through Facebook, email, and the KakaoTalk mobile messaging app. The participants and completed the full questionnaire online anonymously using Google Forms. The sample size estimated using G*Power was 134 individuals; thus, 150 individuals were recruited, accounting for a 10% loss rate due to unusable response. Sy’s six-factor Implicit Followership Theory (IFT) and VanWhy’s four-factor Authentic Followership Profile (AFP) Questionnaires were used as the survey instruments. Pearson’s correlation analysis was used to analyze the data using the SPSS statistics. The results showed that the variables in most hypotheses were significantly correlated, ranging from -.25 to .55 at the p < .01 level. The findings indicated that followers’ perception of leaders’ positive and negative assumptions was associated with their authentic behaviors, except Conformity of LIFT (from r = -.04 to r = .15). This study contributed to leadership and followership scholarship by extending follower-centered approaches and the GLOBE project, answering scholars’ calls, and filling the identified data gap.

Keywords: follower-centered, implicit followership theory, authentic followership

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Exploring the Dichotomy of Women in Ecclesial Leadership During the Pauline Mission: A Sociorhetorical Analysis of Romans 16:1-16 and 1 Corinthians 11:1-16 and 14:26-40

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This study examined the roles of women in leadership during the first-century church through a sociorhetorical analysis of 1 Corinthians 11:1-16 and 14:26-40 and Romans 16:1-16. The sociorhetorical analysis identified connections to the women leaders referenced in 1 Corinthians and the women mentioned in Romans. Paul addressed the early churches in an effort to create a pattern of leadership behavior and moral efficacy within the Christian communities. This study identified roles that Paul ascribed to and or affirmed about the women serving in leading roles within the two communities. Specific attention was given to the aforementioned Scriptures with a focus on the complexity in roles taken upon the women of Corinth and Romans 16:1-16 where Paul presented leaders—both men and women serving the church throughout the Roman providence. The scope of the research included (a) a biblical exposition of 1 Corinthians 11:1-16 and 14:26-40 that highlights the conflicting roles that are associated with the women within the Scriptures, (b) a biblical exposition of Romans 16:1-16 that highlighted the women referenced and the roles that were associated with them within the Scriptures, and (c) an examination of feminist and womanist viewpoints as it pertains to the Scriptures and the limitations of each in order to bring a wholistic perspective from the two as it relates to women in ecclesial leadership during the Pauline mission. For women who identify with ecclesial leadership, interpreting Paul’s injunctions to silence, contrasting to his expectations for worship and his affirmation towards women serving in leading roles, juxtapose with church patriarchal culture. This sociorhetorical analysis approached the text by examining the evidence concerning the roles women played in the social and worship organization of the Pauline churches. In keeping with that aim, leaving aside the complexity raised by the apostle’s position, this study sought to understand the roles and expectation of the women within the ecclesial leadership context. The analysis yielded nine themes developed into six principles that provide a strong framework model for women serving within contemporary ecclesial leadership roles.

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Generational Leadership Preference in the Insurance Industry

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This study was inspired by Larson (2017) and followed the scholar’s recommendations to continue researching and expanding on literature in regard to ideal leadership preferences across generations. Specifically, the purpose of this study was to determine if any significant differences in ideal leadership preference from Baby Boomer followers, Generation X followers, and Generation Y followers existed in the insurance industry. The leadership behaviors included in this study were transformational and the components of transformational leadership, transactional and the components of transactional leadership, and laissez-faire leadership. Data were collected using the Multifactor Leadership Questionnaire and analyzed using a one-way analysis of variance and the Kruskal-Wallis test. The results showed that no significant difference existed in leadership preference for transformational, idealized influence, inspirational motivation, intellectual stimulation, transactional, contingent reward, passive management by exception, active management by exception, and laissez-faire leadership across Baby Boomers, Generation X, and Generation Y in the insurance industry. There was, however, a statistically significant difference in individualized consideration leadership preference. This study expands upon the literature regarding leadership preferences across generations and provides practitioners and companies with a leadership development and training focus. Finally, it provides leaders with a better understanding of the leadership behaviors that their multigenerational workforce desire while shedding light on the difference of preference for individualized consideration between Generation X and Generation Y.

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Toxic Leadership, Toxic Followership, and the Role of Social Identity in Toxic Followership Behavior

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Knowing how followers define themselves and the complex ways in which these self-definitions are shaped by experiences between leaders and followers can bring insights into follower behavior (Baker, 2007). This bounded case study provides insight into the drivers of followership behavior and develops greater insight into the role of followers in the toxic leadership process through the frameworks of (a) followership, (b) the toxic triangle, (c) social identity, and (d) follower compliance.

To gain insight into toxic follower behavior, the following research questions guided this study: (a) Why do followers comply with perceived toxic leadership directives? (b) How does perceived self-concept external source of motivation motivate followers to comply with perceived toxic leadership directives? and (c) How does social identification influence follower’s compliance with perceived toxic leadership directives? The literature review contributed to developing open-ended questions for in-depth interviews. Data analysis included in vivo coding and pattern coding. The findings revealed social identity and self-concept external motivation played a role in influencing followers’ compliance to toxic leadership. Self-concept external motivation influenced followers’ compliance through a desire

for affirmation from leaders and other group members, while social identity influenced followers’ compliance through organizational identity and shared cultural identities. Overall, this study revealed multiple factors influence individuals to operate as toxic followers.

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An Examination of the Role of Eschatology as Motivation for Ethical Behavior through a Socio-Rhetorical Analysis of the Eschatological Pericopae in the Apostle Paul

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This study examined the role of eschatological motivation in relation to ethical leadership through a socio-rhetorical analysis of the eight eschatological pericopae in 1 Thessalonians 1:3, 10; 2:12, 19; 3:13; 4:13-18; and 5:1-11, 23, as found in biblical literature. The research of ethical leadership was drawn from the literature addressing contemporary leadership theories focused on specifically ethical leadership and its motivational factors. The researcher followed the exegetical methodologies outlined in the appropriate textural gradations of socio-rhetorical analysis. The data were interpreted for principles linking to ethical leadership and eschatological motivation for ethical leadership based on the Pauline writings of 1 Thessalonians. The study results yielded four aspects of eschatological motivation that expanded three levels (low, middle, and high) of motivation for ethical leadership to four, with the addition a highest level as found in the eschatological pericopae in the Epistle of 1 Thessalonians. The results of the research demonstrate a linkage between the ethical leadership and eschatological motivation. The four aspects of eschatological motivation summarize the findings of the socio-rhetorical analysis and serve as a practical guideline for future leadership practice and research.

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Overcoming the

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If asked to identify a list of leaders, most people could, almost immediately, provide a list of several more popular, successful, and great leaders. It appears that when we think about leadership, we are conditioned to think about only the positive, popular, and prominent leaders. However, with the increasing number of corporate scandals, ethical breaches, and failed organizations, this might suggest that we have neglected a very important aspect of leadership research—the dark side of personality and its effects on leadership and organizational performance with an emphasis on ineffective leadership. This qualitative study was an exploratory, multicase study addressing the knowledge that the dark or negative side of leadership has led to the failure of many organizations. But why do leaders succumb to the negative forces of this type of leadership? Is there a catalyst that leads them down this negative path, or is it something else? Leadership actions, behaviors, models, and examples have been researched for over 75 years (Jago, 1982; Yukl, 2012). Most of this leadership research has focused on the positive side of leadership—48% more in the databases reviewed for this research and the benefits of how good leaders are valuable to the organizations they serve. However, this appears to ignore the opposite side of leadership—the dark or the negative one. This research worked to aid in continued identification of the many issues and reasons relating to why leaders succumb to the dark or negative side of leadership. Therefore, it will provide leaders with another method of looking at these leadership issues and possibly uncovering a new way of avoiding the problems associated with the dark side of leadership.

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Authentic Leadership of Program Managers

Abstract

In today’s global, fast-paced markets, many organizations are shifting away from traditional departmental or functional structures to implement a complex yet more agile project-based, cross-functional matrix structure. A program manager typically leads these project teams with little to no positional authority over the team yet has significant responsibility for the project’s outcome. Despite this shift in organizational and leadership structures, there is a limited theoretical and practical understanding of the leadership skills necessary for program managers to lead their cross-functional teams and successfully achieve their projects’ objectives. This descriptive phenomenological study sought to fill that gap and bridge the theoretical concepts of authentic leadership, program managers, and the factors that define the success of modern organizational projects. It broadens the current literature using a multimethod approach, investigating the perceptions and experiences of program managers and their project stakeholders. This study used a qualitative method of collecting and analyzing data from leaders and members of cross-functional project teams of a multinational product development and manufacturing organization. This study shows that the perceptions of the program managers and project stakeholders align and bridge the authentic leadership constructs to the broader context-dependent, case-specific, and shared-values framework that accounts for a project’s success. It proved that program managers require a unique balance of developed skills and techniques with foundational moral and ethical leadership attributes. It also expands on the nomological framework of authentic leadership. It investigates a deeper essence of how and why program managers’ authentic leadership attributes influence their projects’ success. This understanding is crucial in helping today’s organizational leaders identify and embrace the breadth and depth of project success factors and the program managers’ leadership characteristics needed to lead the cross-functional team to achieve them.

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