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

An Empirical Examination of the Relationships Among Perceived Authentic Leadership, Follower’s Hope, Follower’s Trust in the Leader, and Follower’s Work Engagement

Lenora Mosby | 2018

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.

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An Exploration of the Apostle Paul

An Exploration of the Apostle Paul’s Influential Power Behaviors Juxtaposed to Destructive Leadership Theory and Weberian Charismatic Attributes: A sociorhetorical Interpretation of Philemon

Angel Denise Newton | 2018

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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.

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

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

Chad H Newton | 2018

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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.

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Engaging Untapped Talent: Supporting Autistic Employees in Meaningful Employment Opportunity

Engaging Untapped Talent: Supporting Autistic Employees in Meaningful Employment Opportunity

Crissy Ortiz | 2018

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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

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Senior Pastor Servant Leadership, Leader Likability, and Church Attender Outcomes

Senior Pastor Servant Leadership, Leader Likability, and Church Attender Outcomes

Kelli S. Heinz | 2018

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The purpose of this quantitative study was to investigate the relationship between senior pastor servant leadership behavior, senior pastor leader likability, and church attender organizational commitment, attendance, volunteerism, and giving. A sample of 329 active church attenders recruited from Facebook completed the survey. Analyzing the data using hierarchical multiple regression, the findings demonstrated that senior pastor leader likability predicted church attender organizational commitment (H1), church attender attendance (H2), and church attender volunteerism (H3) but did not predict church attender giving (H4). The findings also indicated that senior pastor servant leadership behavior independent of senior pastor leader likability predicted church attender organizational commitment (H5) and church attender giving (H8) but did not predict church attender attendance (H6) or church attender volunteerism (H7). The findings have implications for researchers in that the study expands the theory of servant leadership and leadership theory in general while introducing leader likability as a competing explanation for church attender outcomes. The findings have practical implications for church leaders and practitioners given the strong relationship between servant leadership, leader likability, and church attender outcomes.

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Measuring Organizational Arrogance: Development and Validation of a Theory-Based Instrument

Measuring Organizational Arrogance: Development and Validation of a Theory-Based Instrument

C. Victor Herbin III | 2018

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This research described the formation of an emerging concept, organizational arrogance, and the development of an instrument designed to measure this organizational behavior phenomenon. This dissertation was completed in response to the established need for empirical evidence examining arrogant behaviors and their negative impact on organizational members and organizations in general. This study defined organizational arrogance as an organizational environment where leaders shaped a culture in which organizational members behaved with a sense of superiority, leading to overconfidence in organizational capabilities, dismissiveness toward internal and external needs, and disparagement of intraorganizational and interorganizational members. Using existing theories, this research developed and validated a 5-item measurement scale for organizational arrogance with a Cronbach alpha of .922, indicating a reliable instrument. Ongoing research reported findings on a variety of factors that played into organizational failure, including level of job satisfaction, employee engagement, morale, workplace stress, organizational culture, and ineffective leadership and followership styles. Findings from this study provided the body of knowledge opportunities for new exploration to gain further understanding of how organizational arrogance and its associated traits contributed to or birth from the dark side of leadership. The practical significance of this study was that it reinforced the idea that organizational culture remained a leader responsibility that required keen attention, astute observations, and immediate action to eliminate any signs of organizational arrogance.

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Spirituality and Authentic Leadership Development in Neo-Charismatic Christians of Latin America Working in Nonreligious Organizations: A Phenomenological Study

Spirituality and Authentic Leadership Development in Neo-Charismatic Christians of Latin America Working in Nonreligious Organizations: A Phenomenological Study

Carlos Noe Alejandro Hernandez | 2018

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Authentic leadership (AL) theory is a field of great interest due to its positive influence in an important number of leader, individual, group, and organizational outcomes. Spirituality can be an important element of AL development in order to facilitate a harmonic relationship between the individual’s identities (Klenke, 2007). This study explored the relationship between the leader’s religious beliefs and practices and the development of AL with an emphasis in theological reflection (TR). The researcher interviewed and analyzed the leadership experiences of five members of the Neo-Charismatic Christian (NCC) tradition who work in nonreligious organizations based in Latin America. The researcher employed phenomenological inquiry to elucidate how leaders incorporate their religious-based spirituality into their leadership development processes. To triangulate the information, the researcher used theory on AL and interviewed two subordinates per leader, except for one case where only one subordinate was interviewed. Findings indicated that the five components more frequently described in AL theory and all the positive-oriented behaviors (POBs) were observed in participants’ experiences, which support the presence and cultural affinity of AL in the Latin American context. Findings also showed that inputs related to spirituality were present among the clusters corresponding to four of the five AL components and within four of the six POBs, highlighting the importance of religious-based spirituality in the enactment of AL. Analysis of the emerging themes, indicated the possible existence of a different subidentity, self-tradition merge, operating within the spiritual identity system. Overall, when the leader has developed a spiritual identity, self-awareness and the other AL components will necessarily be developed partly in connection to elements of the spiritual beliefs and practices. These relationships were explicated in a model of TR for AL development based on Christian values and beliefs.

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Broken Faith: A Qualitative Analysis of the Impact of Involuntary Termination of Pastoral Staff on Organizational Trust and Personal Spirituality

Broken Faith: A Qualitative Analysis of the Impact of Involuntary Termination of Pastoral Staff on Organizational Trust and Personal Spirituality

Robert B. Huizinga | 2018

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Involuntary termination is the removal from employment unilaterally by the employer, where the employee was able and willing to continue providing services. Previous data showed that termination had negative social, psychological, and physical impacts on followers, and these impacts spread through the follower’s family. When funding dictates, pastors must be removed from their position to maintain the financial viability of the church. The purpose of this study was to understand how involuntary termination of a pastor, who was a spiritual leader and follower in the same spiritual organization, influenced their spiritual life and their trust in their local church, or even the ecclesia overall. Using a phenomenology of faith, semi-structured in-depth interviews were conducted with 12 participants with data collected on 13 terminations. The average age was 54.3 ± 11.7 years and an average time in ministry of 16.7 ± 8.5 years. All churches were congregationalist in nature. Analysis showed both denominational and team leadership organizational stressors. A senior pastor as authoritarian leader was associated with a lack of organizational checks and balances, a lack of denominational authority, a non-functional organizational structure, and a lack of overall leadership maturity. A circle of 2 or 3 (a small minority of leaders who change the course of the organization) reflected the highest density in antecedent and consequent events. Participants felt wounded by the church and reported looking to God for justice. Theological interpretation of the termination was not negatively impacted; the event was part of God’s sovereign plan, and God was asking for a change in their life. However, the termination was painful, as participants felt betrayed either by the church or by members, with churches challenging their theology or morality. Participants noted a decrease in organizational trust, either in the local organization or in the denomination. The most frequent PTs involved a change in feelings of trust in the church, a loss of trust in leadership, and a loss of trust in congregational governance. Involuntary terminations may happen, but church leaders should ask how they enact involuntary termination so that it authentically represents the love of Jesus Christ.

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An Exploratory Quantitative Comparison of Direct Reports

An Exploratory Quantitative Comparison of Direct Reports’ Perceptions of Entrepreneurial Leadership of Biotechnology Founders Versus Nonbiotechnology Founders

Lawrence Jones II | 2018

Abstract

The purpose of this study was to test for empirical evidence to distinguish the entrepreneurial leadership behaviors of the biotech entrepreneur. A review of the literature showed that Shimasaki (2014) proffered that the biotechnology (biotech) entrepreneur is unique from all other entrepreneurs because the biotech entrepreneur not only has entrepreneurial skills but additional characteristics, such as being an accomplished life science business person, scientist, bioengineer, or physician. Unfortunately, no empirical data support exists for whether these additional characteristics would affect entrepreneur leadership behavior. The study methodology closely followed Thornberry (2006) who developed an Entrepreneurial Leadership Questionnaire (ELQ) to assess the various behaviors that each founder must have. The statistical software GPower 3.0 was used to determine that a minimum of 70 survey participants would be needed for each of the groups to achieve the 90% confidence interval. There was complete confidentiality and anonymity for the responses and names of the organizations. Data were collected via an online SurveyMonkey survey and then uploaded and analyzed with SPSS software. T tests were conducted on the data to confirm hypotheses. Four alternative hypotheses showed statistically significant differences at the 90% confidence level. The explorer importance, accelerator importance, miner importance, and miner frequency were identified as variables where the results were higher for biotech founders than nonbiotech founders. The research contributions for this study may initiate and expand the importance of understanding what founders of biotech firms may need to consider in entrepreneurial training and development.

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Entrepreneurial Leadership in the Coffee Industry in Africa: A Phenomenological Analysis of the Relationship Between Leadership and Innovation in the African Coffee Value Chain

Entrepreneurial Leadership in the Coffee Industry in Africa: A Phenomenological Analysis of the Relationship Between Leadership and Innovation in the African Coffee Value Chain

Frederick S. M. Kawuma | 2018

Abstract

This doctoral dissertation focuses on the relationship between entrepreneurial leadership and innovation in the African coffee value chain. The argument is that despite its unique status as the birthplace of both commercial varieties of Arabica and Robusta coffee, the innovations and consequently the benefits in the sector have been external to Africa. The study responds to the research question: What are the underlying issues of entrepreneurial leadership that have held back innovativeness in the African coffee value chain and need identification and tackling if Africa is to realize the benefits of its resource? The study investigated the key characteristics of entrepreneurial leaders in the African coffee sector that could strategically position them to take advantage of opportunities and bring out significant innovations. In addressing the research question, a review of relevant literature examined entrepreneurial leadership, organizational culture, knowledge creation, creativity, innovation, and design thinking. A case study based on a purposive sample of 12 firms and drawn from the East African region, which accounts for more than 70% of Africa’s coffee exports, was conducted using a phenomenological design. Most respondents articulated their critical roles as entrepreneurial leaders, though in practice many were preoccupied with operational matters and were noted as giving less attention to issues of strategy. All leaders indicated a high level of exposure through international engagements and various networks, though such knowledge did not seem to lead to significant transformational innovations. There was limited evidence of application of disruptive approaches to the current status quo in the African coffee value chain. From looking at the strengths and deficiencies, unfortunately, only a minority showed evidence of fitting the accurate description of entrepreneurial leaders. The study pointed out areas of significant deficiencies, which if addressed could improve the entrepreneurial leadership in the sector. The study recommended areas of further research.

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