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

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

Katrina McNeil | 2018

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.

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

Computers, Cell Phones, and Social Media: How After-Hours Communication Impacts Work–Life Balance and Job Satisfaction

Arian T. Moore | 2018

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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.

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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

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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

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.

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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

Abstract

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

Abstract

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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