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Trust and Empowerment in Jesus

Trust and Empowerment in Jesus’ Sending of the 72: A Sociorhetorical Analysis of Luke 9:51-10:24

Alex Gerald Wright | 2018

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Trust and empowerment are core facets of leadership. However, there is a gap in the current scholarly research regarding both of these individual constructs as well as how they function interdependently. The purpose of this study was to research the nature of trust and empowerment as demonstrated by Jesus and his followers in Luke 9:51-10:24. Specifically, this study sought to determine the nature of Jesus’ trust in his followers, the followers’ trust in Jesus, how Jesus empowered his followers, and how trust and empowerment mutually reinforced one another. This study used Robbins’ (1996a) method of sociorhetorical analysis to perform an exegetical study of the three narratives contained in Luke 9:51-10:24. This study yielded 10 principles regarding trust and empowerment: (a) leaders must ensure that followers demonstrate commitment; (b) followers and leaders must engage in two-way communication; (c) leaders must demonstrate credibility and followers must carefully judge the leader’s credibility; (d) the leader must provide an inspiring vision that both he or she and the followers buy into; (e) leaders should demonstrate and encourage positive deviance; (f) leaders must demonstrate how followers can gain honor and be successful in their tasks; (g) leaders must encourage positive relationships between followers, and followers must demonstrate the ability to have positive relationships with other followers; (h) both followers and leaders must demonstrate a heart-level focus on the vision of the organization; (i) leaders must be careful not to overtrain and must, at times, de-equip followers to ensure that they can complete their task most effectively; and (j) leaders must be aware of the interdependent nature of trust and empowerment. A leader who trusts, and is trusted by followers, should seek to empower; successful empowerment will lead to increased trust in the other by both parties.

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Evaluating Fry

Evaluating Fry’s Spiritual Leadership Theory in Nigeria

Michael Adebiyi | 2017

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This quantitative research study examines the extent to which the spiritual leadership model previously evaluated by Fry, Vitucci, and Cedillo (2005) in the United States compares to a similar evaluation in Nigeria. Completion of this study in Nigeria, a culture differing from the United States on several cultural dimensions, further addresses the external validity of the spiritual leadership model. Fry et al. found strong support for spiritual leadership theory’s causal model and its measures in the United States with all standardized path coefficients in the hypothesized causal model positive and significant except for the relationship between calling/meaning and organizational commitment. Utilizing a sample of 252 employees from public, private, school system, military, oil and gas, and banking sectors in Nigeria, this study found that only 4 out of 12 of the path coefficients of spiritual leadership theory’s causal model in Nigeria are statistically significant. Interestingly, the relationship between calling/meaning and organizational commitment was found to be statistically significant in Nigeria. Organizational citizenship behavior was discovered not to be a possible outcome of spiritual leadership model in Nigeria. Implications of the study findings, research methodologies, limitations of the study, and recommendations for future research were discussed.

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Culture, Shared Mental Schemes, and Leadership: Comparing the Association of Culturally Contingent Implicit Leader Behaviors and Leadership Effectiveness and Organizational Commitment Between Two Subgroups of Latinos in the United States

Culture, Shared Mental Schemes, and Leadership: Comparing the Association of Culturally Contingent Implicit Leader Behaviors and Leadership Effectiveness and Organizational Commitment Between Two Subgroups of Latinos in the United States

Luis Guillermo Penaranda | 2018

Abstract

This investigation builds on the foundation of culturally endorsed implicit leadership theories (CLT), advanced by the Global Leadership & Organizational Behavior Effectiveness (GLOBE) study. CLTs are cognitive structures or beliefs about leadership effectiveness that are shared by members of particular national societies but not as strongly by members of other societies. The GLOBE study focused on comparing societal cultures defined in terms of national identity and geographic location but did not consider that, within those societies, there are subgroups of people whose mental programs about leadership may have been formed in other cultures, as is the case of migrant communities. The present study examined two subgroups of Latinos in the United States (i.e., those who migrated from Latin American countries and those born and raised in the United States) who may resemble the cultural implicit beliefs about leadership behaviors of their societies of origin (i.e., Latino vs. Anglo). The GLOBE study identified seven leader behaviors that are culturally contingent—they are perceived in some cultures as enhancing outstanding leadership, while in other cultures the same behaviors are viewed as inhibiting outstanding leadership. This exploratory study examined the extent to which foreign-born and native-born Latino church volunteers in the United States differ in their association of GLOBE’s seven culturally contingent CLT leader behaviors with leadership effectiveness (LE) and organizational commitment (OC). Regression models were used to examine the relationships between perception of culturally contingent CLT leader behaviors and both LE and OC for each of the subgroups. The difference in the regression coefficients of the regression models of each subsample were examined to test the hypothesized differences between the two groups of participants. Data were collected using a cross-sectional survey within the context of Latino church volunteers. The results showed positive relations, mainly between self-sacrificial, status-conscious, bureaucratic, and humane orientation leader behaviors and LE and OC. The only statistically significant differences between the models for each subgroup occurred when examining internally competitive, face-saver, and autonomous leader behaviors. Theoretical and practical implications of these results are presented, and suggestions for future research are discussed.

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Investigating the Link Between Essential Servant Leader Behavior and Employee Engagement in the Knowledge Economic Era: An Autonomous Motivation Critique of Servant Leader Behavior

Investigating the Link Between Essential Servant Leader Behavior and Employee Engagement in the Knowledge Economic Era: An Autonomous Motivation Critique of Servant Leader Behavior

Larry Phillips | 2018

Abstract

The purpose of this quantitative exploratory research was to investigate the influence of essential servant leader behavior on the organizational environment. In the knowledge-based economy, the organizational environment requires members with a reciprocal sharing behavior. Without the sharing of unique talents (i.e., knowledge) among organizational associates, employee skills cannot be recognized and developed, and reduced competency thwarts worker engagement. This study tested the predictive capabilities of essential servant leader behavior (Winston & Fields, 2015) to develop reciprocal expectation and knowledge sharing among coworkers. Hierarchical regression analysis revealed a significant mediating influence for both anticipated reciprocal relationships and knowledge sharing on the relationship between essential servant leadership behavior and worker engagement but failed to reveal any noticeable moderation effect from worker discernment. The results of this research show servant leadership theory offers the prospect of a moral-based leadership model through which multilevel (i.e., individual, group, and organizational) activity is positively influenced. A new research area linking organizational climate to servant leadership behavior emerges through Parris and Peachey’s (2013) conceptual support extending servant leadership as a positive influence on the work climate. This study established relationships linking essential servant leader behavior, organizational climate, employee sharing behavior, and worker engagement. Grounded in theory suggesting servant leadership as a leadership style with a moral underlining, this study offers a new way of thinking about follower motivation.

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Identification and Selection of Coopetitive Partners: A Small Business Perspective

Identification and Selection of Coopetitive Partners: A Small Business Perspective

Steven Renz | 2018

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The purpose of this phenomenological case study was to explore how small business leaders and entrepreneurs identify and select effective coopetitive partners. Coopetition is used by firms to gain competitive advantages through collaborative efforts with competing organizations. Coopetitive relationships present unique challenges to small business leaders and entrepreneurs; it also offers them access to new opportunities and needed resources (BarNir & Smith, 2002; Bengtsson & Kock, 2000). The findings from this research provide small business leaders and entrepreneurs with insight into the behaviors, beliefs, and attitudes regarding the identification and selection of coopetitive partners from the lived experiences of 10 small business leaders. These findings offer leaders information they may use to more effectively determine practices to support their coopetitive partnership selection process. This research used the qualitative, phenomenological case study method to examine factors used by small business leaders and entrepreneurs in their identification and selection of coopetitive partners. Research was conducted using purposeful sampling and face-to-face semistructured interviews. Participants in this research had employed coopetitive strategies successfully in conducting their business. The theory of planned behavior (Ajzen, 1991) was used as the basis for predicting behavior. This study used Moustakas’ (1994) modified version of the van Kaam method of phenomenological analysis. The research findings illustrate the importance of leader relationships and networks in identifying and selecting coopetitive partners. A significant finding was the influence of customers in the selection of coopetitive partners. Additionally, this study showed how small business leaders and entrepreneurs developed relationships with their coopetitive partners and the attributes sought in their selection.

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Exploring the Relationship Between Pastoral Emotional Intelligence and Pastors

Exploring the Relationship Between Pastoral Emotional Intelligence and Pastors’ Perceptions of Members’ Organizational Commitment and Leaders’ Support

Derrick R. Rhodes | 2018

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Emotional intelligence is a vital factor in increasing organizational effectiveness, satisfaction, and retention. Generally, research on emotional intelligence and organizational commitment has focused on organizational and environmental factors in contexts outside the ecclesial setting. The purpose of this study was to address gaps in the literature exploring the relationship between pastoral emotional intelligence, pastors’ perceptions of the organizational commitment of their congregations, and pastors’ perceptions of supportive and noncontrolling supervision of the church leadership team. Participants were 134 pastoral care participants. The data were collected via snowball sampling. Wong and Law’s Emotional Intelligence Scale was used to collect the data for emotional intelligence. Mowday, Steers, and Porter’s (1979) shortened Organizational Commitment Questionnaire was used to measure organizational commitment. A set of eight supportive supervision items from the Supportive and NonControlling Supervision Scale was used to measure supportive organizational leadership (Oldman & Cummings, 1996). The findings indicated there was no statistical significance between emotional intelligence and perceived members’ organizational commitment with the exception of self-emotional appraisal; all the other correlations between emotional intelligence and supportive and noncontrolling supervision showed no statistical significance as well. Nevertheless, further investigation indicated that when the whole of emotional intelligence was correlated with perceived members’ organizational commitment and supportive and noncontrolling supervision, statistical significance with both relationships was supported.

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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

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

William Sawyer | 2018

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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.

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

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

Mark R. Shannon | 2018

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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.

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By entering my first and last name above and clicking “Learn More” below, this shall constitute my electronic signature and I expressly agree that Regent University or its third party service providers may call or text me for marketing purposes at the number I provide above, including through the use of an automatic telephone dialing system and/or artificial or prerecorded voice or message according to the TCPA Terms & Conditions below. Providing this consent is not required to obtain any good or service.

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Calling and Authentic Followership

Calling and Authentic Followership

Stephanie Sheehan | 2018

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.

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Apostle Peter

Apostle Peter’s Cross-Cultural Leadership in Christian Missions to the Gentiles: A Sociorhetorical Analysis of Acts 10:1-11:18

Sonny Mathew | 2018

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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.

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