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Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States

Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States

Theresa M. Creel | 2019

Abstract

The purpose of this study was to identify individual, team, and organization antecedents of shared leadership in knowledge organizations. This study showed leadership as a shared, dynamic, interactive, and multidimensional process involving formalized and nonformalized leaders (Pearce & Conger, 2003). Researchers first focused on shared leadership theory in the 1990s (Pearce & Conger, 2003); given the theory’s newness, there is a substantial need for an additional empirical study on the antecedents of shared leadership (Bligh, Pearce, & Kohles, 2006). Research questions in this study included the following: What individual, team, and organization antecedents support the development of shared leadership in complex knowledge organizations? How do individuals evolve from mature self-leadership to shared leadership within teams (Bligh et al., 2006)? Why do organizations implement shared leadership, and how do organizations facilitate shared leadership (Bligh et al., 2006; Pearce & Conger, 2003)? The research method for this work was a qualitative single case study, given its applicability for researchers in addressing complex how and why questions. This case study included the purposeful selection of 1 neuroscience clinic as a knowledge organization. Data were triangulated to include individual interviews with leaders, a focus group interview, field observation, and review of organizational documents and videos. The analysis of this case study used deductive and inductive approaches. Researcher analysis included using ATLAS.ti 8 to analyze extensive data in the iterative process of coding, pattern development, and themes. Primary themes indicated individual antecedents of job fit, self-leadership, and faith. Team antecedents indicated team culture, relational, interactive, and empowerment. Organization antecedents indicated knowledge workers, organizational commitment, and development. Organization leaders and others may find value in this study and gain insight into using shared leadership at full integrated levels or as a combined approach with vertical leadership. This study further contributes to the extant literature on shared leadership.

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Authentic Followership and Psychological Ownership

Authentic Followership and Psychological Ownership

Roderick D. Dailey | 2019

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The study explored the relationship between authentic followership and psychological ownership. Although research about authentic followership has developed, psychological ownership research has expanded. This quantitative research study used the Authentic Followership Profile Instrument developed and validated by VanWhy (2015) and the Psychological Ownership developed by Avey and Avolio (2007). The relationship between authentic followership and psychological ownership was analyzed utilizing Pearson correlation analysis from a sample size of 175 participants from 9 regions in the United States. Twenty hypotheses were presented to assess the research question: What is the relationship between authentic followership and psychological ownership? The results showed a positive, moderate, and significant relationship between the dimensions of authentic followership, including internalized moral perspective, relational transparency, self-awareness, and psychological ownership, and the dimensions of psychological ownership, including territoriality, self-efficacy, accountability, sense of belongingness, and self-identify. The findings of the research contributed to the developing body of knowledge about authentic followership and expanding this knowledge relating to psychological ownership in the field of research.

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An Exploration of the Relationship Between Collegiate Coaches

An Exploration of the Relationship Between Collegiate Coaches’ Transformational Leadership Perceived by Student-Athletes and Impact on Winning Percentages and Graduation Rates

J. Lin Dawson | 2019

Abstract

The purpose of this correlational designed study was to determine the relationship (positive or negative) between collegiate coaches’ transformational leadership styles as perceived by student-athletes and the impact on winning percentages and graduation rates. The participants included football student-athletes of the Power 5 Football Conferences who competed for the national football championship as members of the Football Bowl Subdivision. The Multifactor Leadership Questionnaire Rater Forms measured student-athletes’ perceptions of their head coaches’ transformational leadership behaviors. Additional data were collected from institutions’ archives (winning percentages) and the National Collegiate Athletic Association database (graduation rates) for each football programs. This study found evidence to support adding a scientific approach to interviewing potential head coaches for the 20 plus openings that occurred each year in Power 5 Conference institutions. Further, the study surmised that as the transformational leadership attributes and behaviors of the head coach rose, so would the winning percentage.

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Leader–Member Exchange in Matthew 17: 1-23 and Jesus Developing High-Exchange Relationships (In-Groups And Out-Groups) and Leadership Development

Geoffrey Dudley | 2019

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This study examined the leadership of Jesus Christ through the lens of Matthew 17:1-23 in order to compare his leadership with the constructs of leader–member exchange (LMX). Moreover, to discover if there are pastoral leadership implications of LMX on developing leaders for the local church, the study used social rhetorical analysis as its research methodology. Eight themes and seven leadership principles for the local church and leadership development emerged from the study. Jesus’ leadership and management of in-groups and out-groups before, during, and after his transfiguration on the Mount of Transfiguration ultimately answered the question that Jesus was the Son of God and, consistent with that answer, Jesus’ leadership reflected LMX theocratical principles as he developed high-exchange relationships with his disciples. He did this while maintaining an egalitarian atmosphere amongst the disciples and fending off the outside influence of the Pharisees. This study created a framework for future studies of small-group development and maintenance within the local church as well as showed how to grow a church through developing believers into disciple leaders.

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The Trauma in Organizational Change: Correlation Study of Change Fatigue and PTSD in the Workplace

The Trauma in Organizational Change: Correlation Study of Change Fatigue and PTSD in the Workplace

Blair Rhodes Ellis | 2019

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This quantitative research study explored the concept of organizational change, specifically change fatigue and its impact on the psychological well-being and indicators of trauma among employees. Employees from an American regional community college participated within the study and responded to prompts from two questionnaires, Change Fatigue Instrumentation and the PTSD Civilian Checklist (PCL-C). These instruments compiled non-parametric quantitative data and were analyzed utilizing the Spearman Rho correlation analysis. Results from this study determined whether there was a correlation between change fatigue and PTSD within the work environment of non-military and non-first responders. Results gathered from this study support the further research of work-related trauma in relatively traditional work environments. Additionally, this research introduces the need to explore leadership characteristics that influence employees’ wellness and health.

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Case Study: Multiple Intelligences in Leadership

Case Study: Multiple Intelligences in Leadership

Irini Fambro | 2019

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Multiple intelligence theory presents an overlap of trait and behavioral theory in the discussion of leadership. Gardner pioneered the multiple intelligence theory, including linguistic intelligence, musical intelligence, logic-mathematical intelligence, spatial intelligence, bodily-kinesthetic intelligence, interpersonal intelligence, and intrapersonal intelligence. Although scholars have focused on the differing categories of intelligence, little work has been conducted on using the categories of intelligence in leadership. To address this gap in the literature, a qualitative instrumental case study was conducted to answer the following research question: How and why are leaders using multiple intelligences in leadership? Based on the literature, the categories of intelligence for the study included linguistic intelligence, logic-mathematical intelligence, emotional intelligence, knowledge intelligence, temporal intelligence, cultural intelligence, and spiritual intelligence. The sample included 3 highly influential leaders of megachurch and para-church ministries who influenced over 2,000 individuals utilizing purposeful sampling. Interviews included 1 for the leader, 1 for the follower, and 1 for the leader and follower. The literature determined the in-depth questions and follow-up questions, which explored the “how” and “why” behind respondent answers. To ensure validation and credibility, the analysis employed data saturation through triangulation. The study resulted in all 3 leaders using all 7 intelligences. Multiple coding in data analysis revealed 3 themes under “how” and 3 themes under “why” leaders utilized multiple intelligences in their leadership.

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A Socio-Rhetorical Study of Romans 12:1-21: An Exploration of Chaleff

A Socio-Rhetorical Study of Romans 12:1-21: An Exploration of Chaleff’s Courageous Followership Dynamic of Responsibility in Relationship to Theistic Personalism

Phillip Demond Fletcher | 2019

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This dissertation involves expanding the limited literature of personalism within organizational leadership, specifically theistic personalism and its relationship to the organizational leadership theory of followership. Researchers of theistic personalism have proposed human beings possess personhood because of the existence of the Supreme Personal being, God. Ira Chaleff (2009) proposed the existence of courageous followers possessing five dynamics that included responsibility, service, challenge, participative transformation, and moral action. I investigated the relationship theistic personalism had with followers who practiced the dynamics of personal responsibility. As those of theistic personalism and followership have expressed human ontology and experiences respectively, this dissertation conducted a sociorhetorical analysis of a New Testament sample of Romans 12:1-21 to understand ways self-perceptions influenced responsibility. Analysis indicated followers actualized behaviors of reciprocity for in-group members and actualized behaviors based on interrelatedness for hostile persons. The practices of personhood and responsibility included dedication, mental renewal, humility, truth, and love influenced individual follower responsibility. The followership styles of partner and implementer influenced follower responsibility in presence of challenge. The themes of acceptance, compassion, and participation entailed themes of personhood and a Supreme Personal God. I recommend organizational leaders communicated value and dignity of followers with consistency to develop space for followers to conduct the reported follower practices.

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Creating an Instrument to Measure Holistic Ethical Leadership

Creating an Instrument to Measure Holistic Ethical Leadership

Tariku Fufa Gemechu | 2019

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This dissertation aimed to develop a scientifically validated instrument to measure the holistic ethical leadership. There is a lack of a statistically validated instrument to measure the concept of holistic ethical leadership as a single construct (Johnson, 2018; Scouller, 2014). This study operationalized the concept of holistic ethical leadership and provided an accurate and valid instrument for measuring the construct. The holistic ethical leadership model in the current study comprises the holistic leadership (Best, 2011; Dhiman, 2017; Kiruhi, 2013; Winston & Patterson, 2006) and the ethical leadership concepts (M. E. Brown, Treviño, & Harrison, 2005; Ciulla, 1999, 2004, 2009, 2014; Johnson, 2018; Treviño, Hartman, & Brown, 2000). The steps that were taken to develop the holistic ethical leadership instrument follows DeVellis’ (2017) eight steps for scale development. During the literature review, 224 items characterizing the holistic ethical leadership traits emerged. After a panel of subject matter experts reviews, the items were reduced to 81, and an online survey with a 7-point semantic differential scale testing employees’ perception of leader’s holistic ethical leadership traits was created and administered through SurveyMonkey™ to a wide variety of 628 participants from 13 regions of the world who work in 10 organizations under the umbrella of Campus Crusade for Christ International across the globe. DeVellis suggested a minimum of 300 samples for scale development works, and the 628 sample size is far greater than the requirement. Factor analysis (principal component analysis) was performed, and a seven-factor model was observed, accounting for almost 69% of the variance. However, factor optimization resulted in a final five-factor instrument that accounted for 70% of the variance. The five factors were labeled holistic service, ethical influence, integrated competence, financial stewardship, and healthy life. The five factors had high reliability. The final 23-item, five-factor instrument is labelled the Holistic Ethical Leadership Questionnaire (HELQ) with an average Cronbach’s alpha of .87 for each factor. The HELQ provides scholars and practitioners with a brand new, valid, and reliable instrument for future research and application related to the holistic ethical leadership.

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The Nature of Leadership in Artificial Intelligence Environments: Reconceptualizing Human and Machine Collaboration

The Nature of Leadership in Artificial Intelligence Environments: Reconceptualizing Human and Machine Collaboration

Shawn Gilbert Sejera | 2020

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An exploration regarding the nature of leadership in organizations that have implemented artificial intelligence technologies in an effort to improve organizational performance is presented with specific discussions about the role, process of development, identification of desired and undesired organizational attributes, and resulting leadership changes necessary for the effective application of artificial intelligence technology. This qualitative phenomenological study uses organizational leadership and artificial intelligence as the conceptual frameworks for guiding research. The critical incident technique (CIT) serves as the method for collecting observations of behavior and discovering practical solutions to complex organizational problems. Research findings may offer leaders information they can use to more effectively lead their organization’s efforts in artificial intelligence environments. Implications for further research regarding the dynamic of leadership, artificial intelligence technology, and the future of organizational leadership development are noted.

Keywords: artificial intelligence, business, organizational leadership

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Enhancing Performance: A Model for Collective Efficacy

Enhancing Performance: A Model for Collective Efficacy

Suzana Dobric Veiss | 2020

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Collective efficacy serves as an important determinant of performance. This study, a sociorhetorical criticism inner texture analysis of Joshua 3 and 4, attempted to determine the significance and implications of the Israelites’ crossing of the Jordan River. Given the importance of collective efficacy beliefs to effective organizational performance, the current study asked, Does the collective efficacy evident in the Israelites crossing the Jordan support or negate the contemporary understanding of the concept of collective efficacy? By examining the collective efficacy of the Israelites, this study contributed to the contemporary understanding of the concept of collective efficacy. The study identified important principles that help increase the understanding of collective efficacy construct at the group, organizational, and national level. Based on these principles, a model of collective efficacy was presented.

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