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Alignment of Leaders

Alignment of Leaders’ Espoused and Practiced Values on Employees’ Organizational Identification

Olukayode Solola | 2021

Abstract

The purpose of this phenomenological inquiry was to understand the impact that the alignment of a leader’s espoused and practiced value has on an employee’s organizational identification. Leaders have a significant influence on their followers’ actions and views on issues, and the value that a leader espouses resonates with employees and inspires them to identify with the organization. Followers have an increasingly pivotal role in ensuring that organizations function both ethically and professionally. The theoretical construct that undergirded this study is the social identity approach (SIA), which is made up of the social identity theory (SIT) and the self-categorization theory (SCT). This researcher employed a qualitative phenomenological inquiry to explore the lived experience of followers and revealed how they responded to the alignment/misalignment of their leaders’ espoused and practiced values in identifying organizationally. Purposeful sampling was used to identify 10 participants from a multinational bank, with participants split equally between the Ghana and Nigeria staff. These two West African countries have a diversified population with international exposure, and therefore provided a varied view. The findings of this study provided evidence of the impact that the alignment or misalignment of leaders’ values has on the organizational identification of followers. 

Emotional Intelligence and its Effect on Police Officer Burnout

Emotional Intelligence and its Effect on Police Officer Burnout

Mike Thomas | 2021

Abstract

The policing profession is known to have a high amount of stress and fatigue as a result of responding to and handling critical incidents often involving the threat of physical violence or even death. This stress can lead to extreme fatigue and the possibility of mental health deterioration that can lead to burnout. The purpose of this study is to provide literature on the correlation between emotional intelligence and burnout in police officers. Participants were administered the Wong and Law Emotional Intelligence Survey (WLEIS) along with the Maslach Burnout Inventory (MBI). The WLEIS provided scores of the four different components of emotional intelligence that include self-awareness (EI1), recognition of emotions in others (EI2), use of emotions to facilitate performance (EI3), and emotional regulation (EI4). The MBI provided scores of the three components of burnout that include emotional exhaustion (BO1), reduced accomplishments (BO2), and depersonalization (BO3). The data were collected through the dispersion of surveys by an online program and analyzed using IBM SPSS Version 27 software. The analysis of the data was examined using hierarchical regressions, and it was determined that there is a significant relationship between police officers’ emotional intelligence and their burnout.

Gauging the Validation of an Instrument to Measure the Impact of Hope in Strategic Plan Implementation

Gauging the Validation of an Instrument to Measure the Impact of Hope in Strategic Plan Implementation

Sarah Walters | 2021

Abstract

In 2008, Winston et al. published “An Instrument to Measure the Impact of Hope in Strategic Plan Implementation.” Snyder (2000) suggested that hope is the only factor that influences positive outcomes related to employee expectations. Other theories, such as expectancy theory, value chain theory, and faith, were thought to influence outcomes. In contrast, research by Winston et al. (2008) suggested that faith be removed from the list of factors that define hope. Thus, the purpose of this dissertation was to determine to what extent the instrument was concurrently and discriminantly valid and reliable. The sample population included higher education institutions because, as documented by Degn (2015), higher education institutions implement strategic plans to remain competitive in the marketplace. Employees of higher education institutions tasked to implement a strategic plan within the past 5 years completed an initial electronic survey. This survey comprised of “An Instrument to Measure the Impact of Hope in Strategic Plan Implementation” by Winston et al., “Hope Theory” by Snyder et al., and “Organizational Citizenship Behaviors” by de Jong et al. Two weeks later, the participants completing the initial survey were asked to complete the Winston et al. instrument again. Results showed no relationship with the Snyder et al. “Hope Scale” and a positive relationship with the de Jong et al. “Organizational Citizenship Behavior Scale – Adapted.” The Winston et al. instrument did show strong statistical test-retest reliability. This finding suggested that more research is needed to examine the value chain and expectancy theory portions of the scale by Winston et al. to establish concurrent validity. Such research is crucial because organizations cannot effectively utilize the Winston et al. tool to determine the relationship between hope and strategic plan implementation. Understanding this relationship is valuable to organizations because Snyder et al. (1991b) suggested that those with high hope also have a high likelihood of high performance.

Organizational Support for Followership Skills Development in Nigeria

Organizational Support for Followership Skills Development in Nigeria

Seth Osehahumen Akhilele | 2020

Abstract

The phenomenological research examined organizational support for followership skills development in Nigeria. The study was to reveal the impact of organizational support for followership skills development in Nigeria. The study sought to determine how organizational efforts or behavior assisted in followership skills development. The study’s significance resides in the organization’s ability to develop competencies that will help them function as followers. Organizational support is perceived to have a negative impact on followership skills development in some selected federal agencies in Nigeria. Nguyen and Seung-Wan’s (2018) findings of organizational support for followership behavior were the theoretical foundation for the study. Their study revealed that perceived organizational support’s is crucial to influence followers’ behaviors in organizations. There was also a review of related materials on organizational support, followership skills development, the design method, the data collection method, and coding for the data analysis method for the study. The study involved the use of an in-depth interview method for data collection. The purposeful sampling research required 12 HR heads who worked in the 12 selected federal agencies. The experiences obtained from this research conformed to theories of in-depth phenomenological studies (Patton, 2015). The study results indicated that followers do not receive the necessary support for followership skills development from the selected federal agencies in Nigeria. The study also revealed 20 new followership skills. Some of the followership skills include (a) analytical skills, (b) teachability skills, (c) listening skills, (d) humility skills, and 16 others. Also presented are research and practitioner reflections, recommendations for future research, and limitations.

Keywords: organizational support, followership skills

The Moderating Effect of Accountability on the Relationship Between Authentic Leadership and Job Satisfaction in a U.S. Naval Unit

The Moderating Effect of Accountability on the Relationship Between Authentic Leadership and Job Satisfaction in a U.S. Naval Unit

Charles Edward Hulse | 2021

Abstract

This study used quantitative research to explore the moderating effects of the accountability constructs of responsibility, openness, and answerability on the relationship between the authentic leadership behaviors of self-awareness, internal moral perspective, balanced processing, and relational transparency and the single aspect of job satisfaction. A hierarchical multiple regression model was designed to measure the proposed variables within the relationship being explored. Research found that limited investigation exists regarding the hierarchical regression model study of accountability as a moderating effect on authentic leadership and job satisfaction. The quantitative model consisted of 16 separate hypotheses. The sample population consisted of 104 usable responses out of 106 total respondents (N = 104) among three separate naval units who had the same mission objectives. Permission was received by the three Commanding Officers to conduct the study on the various sites. Initial results, Hypotheses 1 through 4, continue to significantly support the theoretical assumption that self-awareness, internalized moral perspective, balanced processing, and relational transparency enhance the construct of job satisfaction. However, adding the moderating effect of responsibility, openness, and answerability hierarchical multiple regression analysis revealed partial support. The study found that there were mixed results among the 12 hypotheses that looked at accountability as a moderating effect to the relationship between the behaviors of authentic leadership and job satisfaction. The research concluded with a focus on significance of the findings, theoretical implications resulting, and recommendations for future research.

An Empirical Investigation of the Relationships Among Authentic Leadership, Mindfulness, and Job Involvement

An Empirical Investigation of the Relationships Among Authentic Leadership, Mindfulness, and Job Involvement

Rikki Charlene Hummel | 2021

Abstract

Organizational spending on mindfulness training programs for leaders and followers continues to abound, while empirical research on employee mindfulness remains dearth. The current study sought to make a positive contribution to both mindfulness and authentic leadership research in organizations by identifying how mindfulness and authentic leadership are related to positive organizational outcomes like job involvement. A cross-sectional study was completed using a snowball method of sampling controlling for age, gender, supervisor versus nonsupervisor, and industry type (education, health care, manufacturing, and service). The study examined both the relationship between the individual characteristic of employee mindfulness and the workplace outcome of employee job involvement together with the complementary influence of authentic leadership, as perceived by employees. The intent of this study was to determine the presence of mindfulness, without intervention, and the relationship between both authentic leadership and mindfulness on the workplace outcome of job involvement. The study found a significant positive multivariate relationship between authentic leadership and mindfulness and between authentic leadership and job involvement. However, surprisingly, the results showed a significant negative relationship between employee mindfulness and job involvement. Since previous research on mindfulness in workplace literature is quite limited, the current study presents an opportunity to better understand the impact of mindfulness in the work context.

Developing Transforming Steward Leadership Scientifically Validated Measurement Instrument

Developing Transforming Steward Leadership Scientifically Validated Measurement Instrument

Farai Katsande | 2021

Abstract

This dissertation focused on developing a scientifically validated instrument to measure the transforming steward leadership, using DeVellis’ (2017) eight steps in developing a measurement instrument. The concept was operationalized from transforming leadership (Burns, 1978) and steward leadership (Donaldson & Davis, 1991). The literature explored in this study led to the extraction of 334 items covering the following aspects of transforming leadership and stewardship: (1) Personal transformation (Bennis, 2009; Singleton, 2018; Blanchard & Hodges, 2003). (2) Serving leadership (Patterson, 2003; Sendjaya & Pekerti, 2009; Wong & Davey, 2007). (3) Emotional intelligence (Goleman, 2018). (4) Self-leadership (Cristofaro & Giardino, 2020). (5) Self-development (Alorda, 2020). (6) Calling and purpose (Fry, 2003; Guiness, 2003). (7) Character (Winston, 2005; Hannah & Avolio, 2011; Singh et al., 2019). (8) Integrity (Bauman, 2013; Cloud, 2006; Moorman & Grover, 2009; Palanski & Yammarino, 1999). (9) Morals (Kim & Kim, 2012; Marques, 2017; Skubinn & Herzog, 2016). (10) Ethical leadership (Brown & Trevino, 2006; Gemechu, 2019; Johnson, 2018). (11) Authentic behavior (Bass & Steidlmeier, 1999; Avolio & Gardner, 2005). (12) Sacrificial leadership (De Cremer et al., 2004). (13) Humility (Morris et al., 2005; Stith-Flood, 2018). (14) Competencies (Alban-Metcalfe & Alimo-Metcalfe, 2009; Hewitt et al., 2014; Boyatzis, 2008; Costin, 2008). DeVellis’ (2017). Three experts reviewed the 334 and reduced it to 64 items to forms the transforming steward leadership questionnaire (TSLQ). An online survey was developed using a seven-point semantic differential scale and administered to 341 participants from the USA, Asia, and Africa, covering ten organizations. The survey assessed participants’ perceptions of their team leaders. Factor analysis using principal component analysis was conducted on the 64 items through oblimin rotation further reduced to a three-factor instrument with 24 items. After conducting scale optimization, the three-factor instrument was reduced to 15 items assessing the three factors. The final 15-item transforming steward leadership questionnaire (TSLQ) had a Cronbach alpha of .94. The TSLQ has high validity and is therefore useful for further research to expand the transforming steward leadership.

Follower-Centered Leadership: The Relationship Between Followers

Follower-Centered Leadership: The Relationship Between Followers’ Perception of the Leaders’ Implicit Followership Theory and Authentic Followership

Sunghee Kim | 2021

Abstract

Follower-centered leadership focuses on followers’ roles and the behavior that influences leaders. The purpose of this dissertation was to understand the relationship between the followers’ perception of the leaders’ implicit followership theory (LIFT) and the followers’ self-report of their own authentic followership (AF). Based on Shamir’s call to “reverse the lens,” I examined two follower-centered approaches using LIFT (e.g., role-based views) and AF (e.g., constructionist views). I designed this study as a quantitative correlational study to test 24 hypotheses under a central research question. Data were collected via survey from a convenience sample of 151 South Korean participants through Facebook, email, and the KakaoTalk mobile messaging app. The participants and completed the full questionnaire online anonymously using Google Forms. The sample size estimated using G*Power was 134 individuals; thus, 150 individuals were recruited, accounting for a 10% loss rate due to unusable response. Sy’s six-factor Implicit Followership Theory (IFT) and VanWhy’s four-factor Authentic Followership Profile (AFP) Questionnaires were used as the survey instruments. Pearson’s correlation analysis was used to analyze the data using the SPSS statistics. The results showed that the variables in most hypotheses were significantly correlated, ranging from -.25 to .55 at the p < .01 level. The findings indicated that followers’ perception of leaders’ positive and negative assumptions was associated with their authentic behaviors, except Conformity of LIFT (from r = -.04 to r = .15). This study contributed to leadership and followership scholarship by extending follower-centered approaches and the GLOBE project, answering scholars’ calls, and filling the identified data gap.

Keywords: follower-centered, implicit followership theory, authentic followership

Exploring the Dichotomy of Women in Ecclesial Leadership During the Pauline Mission: A Sociorhetorical Analysis of Romans 16:1-16 and 1 Corinthians 11:1-16 and 14:26-40

Exploring the Dichotomy of Women in Ecclesial Leadership During the Pauline Mission: A Sociorhetorical Analysis of Romans 16:1-16 and 1 Corinthians 11:1-16 and 14:26-40

Ca-Asia Ann Lane | 2021

Abstract

This study examined the roles of women in leadership during the first-century church through a sociorhetorical analysis of 1 Corinthians 11:1-16 and 14:26-40 and Romans 16:1-16. The sociorhetorical analysis identified connections to the women leaders referenced in 1 Corinthians and the women mentioned in Romans. Paul addressed the early churches in an effort to create a pattern of leadership behavior and moral efficacy within the Christian communities. This study identified roles that Paul ascribed to and or affirmed about the women serving in leading roles within the two communities. Specific attention was given to the aforementioned Scriptures with a focus on the complexity in roles taken upon the women of Corinth and Romans 16:1-16 where Paul presented leaders—both men and women serving the church throughout the Roman providence. The scope of the research included (a) a biblical exposition of 1 Corinthians 11:1-16 and 14:26-40 that highlights the conflicting roles that are associated with the women within the Scriptures, (b) a biblical exposition of Romans 16:1-16 that highlighted the women referenced and the roles that were associated with them within the Scriptures, and (c) an examination of feminist and womanist viewpoints as it pertains to the Scriptures and the limitations of each in order to bring a wholistic perspective from the two as it relates to women in ecclesial leadership during the Pauline mission. For women who identify with ecclesial leadership, interpreting Paul’s injunctions to silence, contrasting to his expectations for worship and his affirmation towards women serving in leading roles, juxtapose with church patriarchal culture. This sociorhetorical analysis approached the text by examining the evidence concerning the roles women played in the social and worship organization of the Pauline churches. In keeping with that aim, leaving aside the complexity raised by the apostle’s position, this study sought to understand the roles and expectation of the women within the ecclesial leadership context. The analysis yielded nine themes developed into six principles that provide a strong framework model for women serving within contemporary ecclesial leadership roles.

Generational Leadership Preference in the Insurance Industry

Generational Leadership Preference in the Insurance Industry

Darcy Munton | 2021

Abstract

This study was inspired by Larson (2017) and followed the scholar’s recommendations to continue researching and expanding on literature in regard to ideal leadership preferences across generations. Specifically, the purpose of this study was to determine if any significant differences in ideal leadership preference from Baby Boomer followers, Generation X followers, and Generation Y followers existed in the insurance industry. The leadership behaviors included in this study were transformational and the components of transformational leadership, transactional and the components of transactional leadership, and laissez-faire leadership. Data were collected using the Multifactor Leadership Questionnaire and analyzed using a one-way analysis of variance and the Kruskal-Wallis test. The results showed that no significant difference existed in leadership preference for transformational, idealized influence, inspirational motivation, intellectual stimulation, transactional, contingent reward, passive management by exception, active management by exception, and laissez-faire leadership across Baby Boomers, Generation X, and Generation Y in the insurance industry. There was, however, a statistically significant difference in individualized consideration leadership preference. This study expands upon the literature regarding leadership preferences across generations and provides practitioners and companies with a leadership development and training focus. Finally, it provides leaders with a better understanding of the leadership behaviors that their multigenerational workforce desire while shedding light on the difference of preference for individualized consideration between Generation X and Generation Y.