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The Influence of Power Distance in Shaping the Responses of Elected Officials: A Nigerian Case Study

The Influence of Power Distance in Shaping the Responses of Elected Officials: A Nigerian Case Study

Philip Edobor Igbinijesu | 2026

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This study emanated from a desire to understand the intriguing disconnect and seeming lack of empathy from elected officials to citizens that widely permeates Nigerian society at practically all levels of governance. The study investigated the role of power distance as a cultural influence in shaping the responses of elected officials in Nigeria to the needs and yearnings of the people they are elected to serve. The study sought to answer the following questions: How does the power distance culture affect elected officials in discharging their responsibilities? How can the electorate limit the impact of power distance on their elected officials? What are the mitigating factors to the effects of power distance on elected officials? The study used a qualitative case study design to investigate whether the responses of elected officials to their electorate are affected by the cultural influence of power distance. The participants in this study are an elected chairman of a local government area, three employees of a primary health care center whom the elected official represents, and two independent shop owners in a local market under the elected official’s control. Through in-depth interviews and subsequent in vivo coding, the study found emerging themes that provide insight into how the official’s empathy and connection to the people are affected by power distance.

Keywords: Elected officials, Empathy, Leadership, Nigeria, Power distance

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Ethical Leadership and Workplace Disengagement: A Quantitative Study of Quiet Quitting and Quiet Firing in a U.S. Workforce

Ethical Leadership and Workplace Disengagement: A Quantitative Study of Quiet Quitting and Quiet Firing in a U.S. Workforce

James Herbert Herring | 2026

Abstract

The postpandemic workplace has surfaced a quiet crisis: employees disengaging without resigning and managers nudging out unwanted staff without formal termination. This quantitative study investigated whether ethical leadership, measured across three dimensions of care, critique, and justice, bears a measurable relationship to these behaviors, known as quiet quitting (QQ) and quiet firing (QF). A sample of 543 fully employed U.S. adults completed the Ethical Leadership Questionnaire (ELQ; Langlois et al., 2014) and the QQ/QF scale (Anand et al., 2024), using both instruments in a U.S. context for the first time to evaluate relationships with excellent reliability (α = .888–.942). Regression analyses revealed that the ethic of care rooted in the relational attentiveness that servant leadership theory and biblical tradition alike identify as foundational to honorable leadership was the only ELQ dimension that uniquely predicted lower QQ and QF when the shared variance among dimensions was properly partitioned. The ethic of critique and ethic of justice carried positive associations with both outcomes, suggesting that structural and advocacy-focused ethical leadership, while valuable, does not substitute for the day-to-day relational investment that employees experience as genuine care. A notable subgroup pattern among military veterans, who reported markedly higher QQ and QF and showed a complete reversal in ELQ correlations compared to nonveterans, raised important questions about role identity and survey framing in ethical leadership research. The findings call organizations back to a leadership model grounded in human dignity, relational trust, and the kind of wholehearted stewardship described in Colossians 3:23, one where employees bring their full effort because their leaders have first demonstrated care for them as persons, not merely as performers.

Keywords: quiet quitting, quiet firing, ethical leadership, ethics of care, servant leadership, employee disengagement, postpandemic workplace, military veterans, organizational ethics

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A Qualitative Analysis of Regenerative Leadership: Organizational Culture, Conservation, and Christianity

A Qualitative Analysis of Regenerative Leadership: Organizational Culture, Conservation, and Christianity

Emily Coston | 2026

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Regenerative leadership theory emphasizes the relationships of people with each other and with the natural environment, all with an outlook toward the future and longevity. The purpose of this study was to explore regenerative leadership and its interactions with organizational culture, conservation, and Christianity. Using a qualitative approach, 11 participants working in leadership positions at Association of Zoos and Aquariums (AZA)-accredited organizations participated in a semistructured, 10-question interview focused on organizational culture, conservation, and Christianity. Findings show that regenerative leaders create environments in which staff have high levels of job satisfaction, invest in the staff’s personal and professional development, and partner with other organizations that share similar missions and visions. Regenerative leaders acknowledge the current state of the environment and work with education programs to foster the next generation of conservationists. Regenerative leaders develop and advance facilities and initiatives while also engaging with the local community and beyond. Regenerative leaders focus on stewardship and on being good stewards of their resources. While many of these organizations carry state or federal funding, they do not approach any religion from an organizational standpoint. If they are professing Christians, Christianity can be evident in their work and actions. Contributing to the scholarly literature, this study shows how regenerative leadership theory operates within the organization and extends beyond it to other nations and the global community. In the practitioner literature, the study explains decision making from the perspective of the regenerative leader and how these decisions impact the organization and its employees. Advancing the theory of regenerative leadership, this study shows how regenerative leaders cultivate an environment that creates opportunities to make a difference for the future by fostering an engaging work environment, being mission-aligned with conservation, and being good stewards of their tools and resources.

Keywords: conservation, future generations, global impact, mission-driven organization, stewardship, sustainability

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Executive Leaders’ Perception of Coaching: Assessing the Value and Impact of Organizational Success

Executive Leaders’ Perception of Coaching: Assessing the Value and Impact of Organizational Success

Mylira Cary | 2026

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Within contemporary organizations, tools utilized for leadership development remain a priority in strategic planning; yet the (a) perceived value, (b) return on investment (ROI), and measurable impact within organizations resulting from the implementation of executive coaching remain uncertain (Day et al., 2014; Gurdjian et al., 2014; Theeboom et al., 2014). Although existing literature has initiated a correlation between coaching and the improvement of organizational stakeholders’ performance, engagement, and well-being (Bozer & Jones, 2018; Halliwell et al., 2023), limited studies have focused on the lived perceptions of coaching’s benefit from executives responsible for investing in coaching within organizations. This qualitative phenomenological study aimed to understand how the perception of executive leaders related to the effectiveness of coaching as a leadership tool influences how leaders make investment decisions, ultimately affecting organizational outcomes. The theoretical frameworks underpinning this investigation were transformational leadership theory (Bass, 1985; Bass & Riggio, 2006; Burns, 1978) and self-determination theory (Deci & Ryan, 1985; Ryan & Deci, 2020). The purposeful participants were 10 executive leaders who had participated in a professional coaching relationship for at least 6 months within the 3 years preceding the interview. Data were acquired through 1-hour semistructured Zoom interviews guided by eight prestructured questions. Interviews were thematically categorized through the two-cycle coding process. The first cycle used process coding to reveal actions and behaviors systematically; the second cycle thematically coded the information gathered to capture the recurring patterns and overarching themes (Braun & Clarke, 2021). Results demonstrated that executive coaching functioned as an effective transformational leadership development tool, leveraging the increase in self-awareness, emotional regulation, reflective decision making, and relational effectiveness. Executives perceived ROI as a strategic element of multidimensional benefits, transcending beyond financial metrics to include an increase in communication skills, personal accountability, engagement, collaboration with other stakeholders, and sustainability of organizational performance (Grant, 2017; Theeboom et al., 2014). Results yielded a contribution to scholarly and practitioner understanding by revealing how the executive coaching structures the identity of leaders and improves the effectiveness of system-level tasks within the complexities of organizational environments.

Keywords: Employee Engagement, Executive Coaching, Leadership Development, Organizational Effectiveness, Return on Investment (ROI), Transformational Leadership

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Leading While Divorced: Leadership Development in the Local Church

Leading While Divorced: Leadership Development in the Local Church

Jannine Bell | 2026

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Unfortunately, divorce is widespread in today’s society. It is never the expected outcome of marriage but is a growing reality for the church and its leaders. This rising statistic proves that no one is excluded and identifies a need for discussion and action by the church. There is a gap that exists between the values expressed in the Bible regarding marriage and the practical realities of divorce in the church. Therefore, this qualitative phenomenological study explored the lived experiences of divorced church leaders. During the data collection process, semistructured interviews were conducted with eight participants who provided an in-depth look into their lived experience as a divorced church leader. The findings revealed the multidimensional effects of divorce on leaders. Key themes identified were divorce as an identity-shattering lived experience, institutional silence and inconsistent care, self-directed healing and leadership reformation, theological reconstruction— from legalism to grace, and advocacy for a more compassionate human-centered church. This study fills a gap in existing literature and provides insight to assist the church in ways to support and develop an effective plan for guiding divorced or divorcing church leaders in leadership development. This study shows how a devastating event in life, such as divorce, provides an opportunity for the church to fulfill a core mission and foundational function: ministering to hurting people.

Keywords: Church Leadership, Divorce and Church Leadership Development, Divorce in Church, Leadership Development

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The Nurses’ Perception of Their Immediate Supervisors’ Servant Leadership Behaviors and Their Sense of Work Effectiveness in a Selection of Dar es Salaam Public Hospitals of Tanzania

The Nurses’ Perception of Their Immediate Supervisors’ Servant Leadership Behaviors and Their Sense of Work Effectiveness in a Selection of Dar es Salaam Public Hospitals of Tanzania

Gladness Elineema Mtango | 2025

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This study focused on the relationship between nurses’ perceptions of their immediate supervisors’ servant leadership behaviors and their sense of work effectiveness in a selection of Tanzanian public hospitals. I utilized servant leadership theory, which has its roots in Greenleaf (1977). Greenleaf proposed that leaders adopt a servant position in their relationships with their followers. In analyzing servant leadership behaviors, I utilized the Essential Servant Leadership Behavior (ESLB) scale (Winston & Fields, 2015). I also used the Conditions of Work Effectiveness Questionnaire (CWEQ) II (Laschinger et al., 2001) to assess work effectiveness. Winston and Fields (2015) stated that the ESLB provides a psychometrically valid approach for gauging leaders’ servant leadership behaviors and shows a strong relationship between servant leadership behaviors and followers’ judgments on outcomes such as job satisfaction, trust, and low burnout, which are characteristics measured by the CWEQ II. I also chose the CWEQ II because it was specifically made to measure nurses’ perception of their direct supervisor’s bureaucratic behaviors (Laschinger et al., 2001). CWEQ II has also been proven to be valid and reliable, which fits the purpose of this study. Tanzania has shown interest in adopting servant leadership (Chandaruba, 2019). The study results suggest that there are perceived positive and statistically significant relationships between servant leadership and work effectiveness in Tanzania; however, challenges exist regarding access to resources, support, information, formal, and informal power within hospital groups. Regarding access to opportunities, there were no significant differences by hospital size. This study is the first known servant leadership study in the Tanzanian hospital system, and it closes the gap in servant leadership theory and practice. Additional studies are recommended to duplicate this study and to include other regions of Tanzania and elsewhere in the world. Using qualitative and mixed methods, together with other instruments for analyzing servant leadership and work effectiveness, is also recommended.

Keywords: servant leadership, essential leader behaviors, work effectiveness

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A Qualitative Phenomenological Study on Gender and the Glass Ceiling: How Women in Leadership Navigate Through the Barriers Within the Public Sector

A Qualitative Phenomenological Study on Gender and the Glass Ceiling: How Women in Leadership Navigate Through the Barriers Within the Public Sector

Jennyfer Ladouceur | 2025

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The research study explored the lived experiences of women occupying leadership roles in the public sector and how they navigate through the barriers. This study was an examination to help understand the factors behind the barriers that some women in leadership face. The data collected utilized phenomenological research design and literature. Additionally, data collection included in-depth interviews with 10 female leader participants from various levels of leadership within the public sector in the State of Florida. This dissertation allowed the participants to share their own personal experiences, feelings, and perspective with respect to being a leader. This research contributes to future conversations and studies on gender roles in leadership development and specific recommendations that can potentially break the glass ceiling. Furthermore, this study can be a useful tool to help guide organizations on how to support and represent women.

Keywords: barriers, glass ceiling, gender, leadership, navigation, phenomenology

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The Power of Perspective: Investigating the Relationship Between Teachers’ Followership Beliefs and Psychological Empowerment

The Power of Perspective: Investigating the Relationship Between Teachers’ Followership Beliefs and Psychological Empowerment

Carla L. Jackson | 2025

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This study investigated the extent to which teachers’ implicit followership traits predict psychological empowerment (PE) within diverse educational settings. Grounded in Sy’s (2010) implicit followership theory and Spreitzer’s (1995) PE framework, the research examined whether positive traits (industry, enthusiasm, good citizenship) and negative traits (conformity, insubordination, incompetence) uniquely contribute to teachers’ perceptions of meaning, competence, self-determination, and impact. A quantitative correlational design was used, incorporating both independent samples, t tests, and hierarchical multiple regression analyses. Participants were classified into Positive-IFP and Negative-IFP groups, and t tests were conducted to compare levels of PE. Statistically significant differences were found in overall empowerment and the meaning subscale. Regression analyses were then conducted to determine whether individual followership traits predicted empowerment outcomes while controlling for demographic variables such as age, years of teaching experience, gender, race/ethnicity, highest degree attained, and school type. Data were collected via an electronic survey, distributed through a snowball sampling method, resulting in 125 participants, all K–12 educators. Results indicated that positive implicit followership traits significantly predicted higher levels of PE. In particular, industry and good citizenship consistently emerged as strong positive predictors. Unexpectedly, the trait of conformity showed a positive association with certain empowerment dimensions. Insubordination and incompetence were not significant predictors. These findings underscore the complex role of teachers’ internalized followership beliefs in shaping their professional motivation and agency. The study offers practical implications for school leaders seeking to foster empowering work environments by promoting constructive follower role perceptions within educational contexts.

Keywords: Education, Implicit Followership, Leadership, Organizational Leadership, Psychological Empowerment, Training

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The Impact of Transformational Leadership Style on Creativity in the Healthcare Sector

The Impact of Transformational Leadership Style on Creativity in the Healthcare Sector

Richmond O. Hammond | 2025

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Transformational leaders have the potential to impact significantly the creative development of their subordinates by serving as role models (Shamir et al., 1993), cultivating organizational environments that encourage creativity (Avolio et al., 1999; Bass, 1985) and providing the knowledge and information essential for executing creative ideas (Gong et al., 2009; X. H. F. Wang et al., 2016). In this study, I examined the impact of transformational leadership style on creativity in the healthcare sector. A total of 401 participants were selected to take part in the study. The study offers valuable insight into relationships that can be used to predict creativity, although it may have some limitations. A hierarchical multiple linear regression analysis was conducted to assess whether models that integrate the elements of transformational leadership are more effective at predicting creativity than models that only include the use of senses, use of other people, technique, and superstition. The results also show that transformational leadership is better at predicting the use of senses, use of other people, technique, and superstition. This means that as transformational leadership increases, the use of these variables decreases. The study’s results can help healthcare leaders better manage change. The study concluded with an analysis of the significance of the findings, as well as the theoretical and practical implications derived from them, and recommendations for future research.

Keywords: Creative Ideas, Creativity, Healthcare Leaders, Organizational Environments

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A Comparison of the Effects of Love-Based Leadership in Hierarchical and Organic Structures of Organizations

A Comparison of the Effects of Love-Based Leadership in Hierarchical and Organic Structures of Organizations

Daniel Ndukwe Ewa | 2025

Abstract

This dissertation examines the comparative effects of love-based leadership within both hierarchical and organic organizational structures. Through quantitative research methods, the study seeks to understand how leadership styles grounded in love and virtue influence employee satisfaction in both tall (hierarchical) and flat (organic) organizations. The research empirically assesses whether organizations with traditional hierarchical frameworks can still achieve high performance and employee satisfaction when implementing love-based leadership practices. Central questions focus on the influence of such leadership on job satisfaction and whether organizational hierarchy acts as a constraint. Using a cross-sectional design, the study employs randomized purposive sampling and validated survey instruments to measure leader love and job satisfaction. Analyses were conducted using t tests and regression models. The results contribute to a deeper understanding of organizational structure, leadership approaches, and their effects on employee outcomes, offering insights for both theory and practice. Notable limitations include a sole focus on U.S. firms and reliance on quantitative methods. The findings prompt further evaluation of hierarchy’s role and the importance of ethical leadership in organizational effectiveness, while identifying directions for future research in leadership and organizational design.

Keywords: Hierarchy, Job Satisfaction, Leader Love, Leadership, Organizational Structure, Tall or Flat Organizations

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