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Toxic Leadership, Toxic Followership, and the Role of Social Identity in Toxic Followership Behavior

Toxic Leadership, Toxic Followership, and the Role of Social Identity in Toxic Followership Behavior

Danica Myers | 2021

Abstract

Knowing how followers define themselves and the complex ways in which these self-definitions are shaped by experiences between leaders and followers can bring insights into follower behavior (Baker, 2007). This bounded case study provides insight into the drivers of followership behavior and develops greater insight into the role of followers in the toxic leadership process through the frameworks of (a) followership, (b) the toxic triangle, (c) social identity, and (d) follower compliance.

To gain insight into toxic follower behavior, the following research questions guided this study: (a) Why do followers comply with perceived toxic leadership directives? (b) How does perceived self-concept external source of motivation motivate followers to comply with perceived toxic leadership directives? and (c) How does social identification influence follower’s compliance with perceived toxic leadership directives? The literature review contributed to developing open-ended questions for in-depth interviews. Data analysis included in vivo coding and pattern coding. The findings revealed social identity and self-concept external motivation played a role in influencing followers’ compliance to toxic leadership. Self-concept external motivation influenced followers’ compliance through a desire

for affirmation from leaders and other group members, while social identity influenced followers’ compliance through organizational identity and shared cultural identities. Overall, this study revealed multiple factors influence individuals to operate as toxic followers.

An Examination of the Role of Eschatology as Motivation for Ethical Behavior through a Socio-Rhetorical Analysis of the Eschatological Pericopae in the Apostle Paul

An Examination of the Role of Eschatology as Motivation for Ethical Behavior through a Socio-Rhetorical Analysis of the Eschatological Pericopae in the Apostle Paul’s First Letter to the Thessalonians

Clinton Parker | 2021

Abstract

This study examined the role of eschatological motivation in relation to ethical leadership through a socio-rhetorical analysis of the eight eschatological pericopae in 1 Thessalonians 1:3, 10; 2:12, 19; 3:13; 4:13-18; and 5:1-11, 23, as found in biblical literature. The research of ethical leadership was drawn from the literature addressing contemporary leadership theories focused on specifically ethical leadership and its motivational factors. The researcher followed the exegetical methodologies outlined in the appropriate textural gradations of socio-rhetorical analysis. The data were interpreted for principles linking to ethical leadership and eschatological motivation for ethical leadership based on the Pauline writings of 1 Thessalonians. The study results yielded four aspects of eschatological motivation that expanded three levels (low, middle, and high) of motivation for ethical leadership to four, with the addition a highest level as found in the eschatological pericopae in the Epistle of 1 Thessalonians. The results of the research demonstrate a linkage between the ethical leadership and eschatological motivation. The four aspects of eschatological motivation summarize the findings of the socio-rhetorical analysis and serve as a practical guideline for future leadership practice and research.

Overcoming the

Overcoming the “Dark Side” of Leadership: An Appreciative Inquiry

Jimmy A. Payne | 2021

Abstract

If asked to identify a list of leaders, most people could, almost immediately, provide a list of several more popular, successful, and great leaders. It appears that when we think about leadership, we are conditioned to think about only the positive, popular, and prominent leaders. However, with the increasing number of corporate scandals, ethical breaches, and failed organizations, this might suggest that we have neglected a very important aspect of leadership research—the dark side of personality and its effects on leadership and organizational performance with an emphasis on ineffective leadership. This qualitative study was an exploratory, multicase study addressing the knowledge that the dark or negative side of leadership has led to the failure of many organizations. But why do leaders succumb to the negative forces of this type of leadership? Is there a catalyst that leads them down this negative path, or is it something else? Leadership actions, behaviors, models, and examples have been researched for over 75 years (Jago, 1982; Yukl, 2012). Most of this leadership research has focused on the positive side of leadership—48% more in the databases reviewed for this research and the benefits of how good leaders are valuable to the organizations they serve. However, this appears to ignore the opposite side of leadership—the dark or the negative one. This research worked to aid in continued identification of the many issues and reasons relating to why leaders succumb to the dark or negative side of leadership. Therefore, it will provide leaders with another method of looking at these leadership issues and possibly uncovering a new way of avoiding the problems associated with the dark side of leadership.

Authentic Leadership of Program Managers

Authentic Leadership of Program Managers

Beth L. Wilson | 2022

Abstract

In today’s global, fast-paced markets, many organizations are shifting away from traditional departmental or functional structures to implement a complex yet more agile project-based, cross-functional matrix structure. A program manager typically leads these project teams with little to no positional authority over the team yet has significant responsibility for the project’s outcome. Despite this shift in organizational and leadership structures, there is a limited theoretical and practical understanding of the leadership skills necessary for program managers to lead their cross-functional teams and successfully achieve their projects’ objectives. This descriptive phenomenological study sought to fill that gap and bridge the theoretical concepts of authentic leadership, program managers, and the factors that define the success of modern organizational projects. It broadens the current literature using a multimethod approach, investigating the perceptions and experiences of program managers and their project stakeholders. This study used a qualitative method of collecting and analyzing data from leaders and members of cross-functional project teams of a multinational product development and manufacturing organization. This study shows that the perceptions of the program managers and project stakeholders align and bridge the authentic leadership constructs to the broader context-dependent, case-specific, and shared-values framework that accounts for a project’s success. It proved that program managers require a unique balance of developed skills and techniques with foundational moral and ethical leadership attributes. It also expands on the nomological framework of authentic leadership. It investigates a deeper essence of how and why program managers’ authentic leadership attributes influence their projects’ success. This understanding is crucial in helping today’s organizational leaders identify and embrace the breadth and depth of project success factors and the program managers’ leadership characteristics needed to lead the cross-functional team to achieve them.

Follower Satisfaction With Leader Communication on Institutional Action of Student Retention in Higher Education During the COVID-19 Pandemic

Follower Satisfaction With Leader Communication on Institutional Action of Student Retention in Higher Education During the COVID-19 Pandemic

Debra A. Baker | 2021

Abstract

This research explored the effects of internal organizational communication on institutional actions with student retention from top leaders in colleges and universities. This study looked at the perceptions of Christian university deans, chairpersons, and faculty on the United States’ west coast regarding the communication practices of their university president on student retention efforts, particularly during the COVID-19 global pandemic. Using a quantitative approach, this research used the Communication Satisfaction Questionnaire and found no significant difference between academic position, gender, or longevity with the institution and their satisfaction of the university president’s communication practices on student retention efforts. Significant findings did emerge identifying the importance of trust between university presidents and deans with the specific need to build trust with department chairs and faculty. Another significant finding included the value of university presidents adapting to emergencies by communicating to all levels of academic employees. A third significant finding was the importance of the president’s longevity at their current institution and the academic staff’s high level of satisfaction with their president’s communication practices. This study presents recommendations for university presidents as they navigate their communication practices when enhancing their leadership role within the organizational culture as supported through the leader–member exchange theory and student success theory. Given the reality of the COVID-19 pandemic’s effect on student enrollment and retention on higher education institutions, leaders must take notice of the importance of retaining students by paying attention to their actions of communication practices regarding student retention efforts with academic deans, chairpersons, and faculty.

Understanding the Self-Efficacy and Call of Jarena Lee: A Narrative Case Study

Understanding the Self-Efficacy and Call of Jarena Lee: A Narrative Case Study

Ammie L. Davis | 2021

Abstract

The purpose of this narrative case study was to explore the relationship of self-efficacy as evident in the life and ministry of Jarena Lee with her willingness to respond to her ministerial call as a predictor of her performance even though she was denied the opportunity to preach. In such a case, strong self-efficacy belief and determination informed the response to ministerial leadership and achievements among some women and how they perceived and responded to their call. I explored how self-efficacy informs the response to the call of female ecclesial leaders and their strong belief in their ability to excel in ministry. African American females have struggled in the past to maneuver their ways to better leadership positions amid the stained-glass ceiling’s impairments gelded in the church leadership. In this study, Jarena Lee’s account of her call to preach the gospel is the point of reference for understanding how self-efficacy is developed to inform the response to answering the call for women in ministry. My research unearthed Jarena Lee’s self-efficacy in her religious experience determined by her desire to continue battling against societal obstacles in the church regarding women’s leadership positions despite being rejected. Jarena Lee’s strong conviction in her ability to achieve demonstrates how self-efficacy influenced how she recognized and responded to her call to preach. Therefore, a greater level of self-efficacy, based on a person’s attitudes, abilities, and cognitive skills, may indicate a greater level of performance, allowing the person to effectively handle hard circumstances, strengthening one’s self-efficacy and well-being. I discovered that African American women have the capacity to react to their call with confidence as they understand how self-efficacy informs their recognition and response to the call to ministry as ecclesial leaders. Jarena Lee’s autobiography and the other sources used justified the themes related to the four major factors derived from the self-efficacy research. I discovered the social factors such as gender and racial bias did not hinder her ability to exercise self-efficacy beliefs. Therefore, self-efficacy influenced and positioned Jarena Lee to carry out the call; however, it was the inspiration of the Holy Spirit that guided her to fulfill her call with a message of hope to a broader community.

Entrepreneurship and Emotional Intelligence: A Quantitative Evaluation of the Moderating Effect of Emotional Intelligence on Resilience and Entrepreneurial Orientation

Entrepreneurship and Emotional Intelligence: A Quantitative Evaluation of the Moderating Effect of Emotional Intelligence on Resilience and Entrepreneurial Orientation

Myron Evans | 2021

Abstract

Entrepreneurship is a phenomenon that has been considerably researched in the academic fields of leadership and management. In particular, the entrepreneurial orientation (EO) construct has gained much attention with scholars when examining this concept at the firm level. However, limited research has been conducted on EO at the individual level and the antecedents that influence EO. Literature has also highlighted the importance of resilience (R) and emotional intelligence (EI) for entrepreneurial success. However, the lack of empirical evidence to support whether these constructs influence individual entrepreneurial orientation (IEO) have yet to be explored. The current study examined IEO with entrepreneurs who have engaged in entrepreneurial activity outside of the firm- level perspective with the intention of providing quantifiable answers to the following research questions: To what extent does R positively influence IEO? To what extent does EI effectively moderate the relationship between R and EO at the individual level? I drew on the self-efficacy theory to support the connection of this relationship. I used the IEO instrument developed by Bolton and Lane (2011) to measure the dimensions of IEO. Ciarrochi, Chan, and Bajgar’s (2001) four factors and subscales were used for Schutte, Malouff, and Bhullar’s (2009) Assessing Emotions Scale to measure the dimensions of EI. The Connor-Davidson Resilience Scale (CD-RISC) 25 was used to measure R based on the scales Ayala and Manzano (2014) proposed. I collected data from 156 self-identified entrepreneurs who had 3 or more years of experience and who were either self-employed or operated a small- to medium-sized enterprise of 500 employees or less. The nine main hypotheses and the 36 subhypotheses of this study were tested using moderated hierarchical multiple regression analysis. The findings of the research indicate that R does positively influence IEO and that EI was shown to strengthen this relationship. However, gender, as the control variable, did not have a statistically significant impact on the findings. I discuss the scholarly and practical implication of this study and recommend future areas for research.

Keywords: emotional intelligence, individual entrepreneurial orientation, resilience, self-efficacy

A Study of Junior Naval Officer Development From Their Perceptions of Authentic Leadership Behavior

A Study of Junior Naval Officer Development From Their Perceptions of Authentic Leadership Behavior

Jason Arthur Grant | 2021

Abstract

This qualitative study explored the relationship between follower development and the components associated with authentic leadership behaviors based on a research question that inquired how junior naval officers perceived the behaviors of their leaders. The study adopted the phenomenological approach, using in-depth interviews and the guided interview method, to explore the constructs. Leadership styles within an organization are influenced by the behavior of the leader, group dynamics, and organizational culture. The leadership style found in the military can vary in nature for followers as personnel routinely transfer. A purposeful sampling method allowed for the utilization of 11 junior naval officers across ranking, age, gender, warfare community, and location. The data collection was done through virtual teleconference interviews. Data saturation was determined to have been reached with eight interviews; three more interviews validated the saturation. The analysis section discusses how the results were examined. The conclusion summarizes the purpose of the study and how authentic leadership behaviors play a role in the leadership development process for junior naval officers.

Keyword: qualitative method, phenomenological, authentic leadership behavior, development, retention

How Post-Millennial Soldiers Desire to be Led: Implications for Current and Future Army Noncommissioned Officer Leadership Training

How Post-Millennial Soldiers Desire to be Led: Implications for Current and Future Army Noncommissioned Officer Leadership Training

Roland David Hanks | 2021

Abstract

This qualitative study explored the leadership preferences of post-Millennial U.S. Army soldiers born between 1996 and 2002 and stationed at Fort Rucker, Alabama. This study used structured in-depth interviews to discover firsthand what this generational cohort desired from noncommissioned officers (NCOs). A purposeful sampling system of 20 soldiers enabled a sample that was reflective of the current demographics of the Army in race, gender, and ethnicity. The interview responses provided the data, which the researcher analyzed using a variety of coding methods such as topic, thematic, NVivo, and analytic coding, which provided 34 codes. Secondary coding produced 6 themes, including Army values, confidence, fairness, and empathy. The responses illustrated that post-Millennial soldiers want NCOs who are honest above all else. Post-Millennial soldiers stated they wanted reciprocal relationships with their NCOs characterized by mutual respect, transparency, and constructive feedback. They desire professional, competent NCOs who are role models, coaches, and mentors. Post-Millennial soldiers want organized, stable NCOs who provide a rhythm and routine. They want selfless and empathetic NCOs who put their soldiers’ needs above their own and who understand that life is more than just work. An important insight for NCOs is that they can incorporate what post-Millennial soldiers stated as leadership preferences to become more successful. This study provides insights for senior Army leadership on the outdated condition of its NCO training and professional development education systems. The implications provide recommendations to Army training and doctrine leaders on areas of improvement. This paper concludes with suggestions for further research on this and similar topics.

Multilevel Transitions Aided by Literary Analysis: An Exploration of the Organizing-Historical Framework in the Gospel of Matthew

Multilevel Transitions Aided by Literary Analysis: An Exploration of the Organizing-Historical Framework in the Gospel of Matthew

Dipa Halder Hart | 2021

Abstract

This research explored influence processes and intermediary elements during multilevel transitions to aid traditional organizations to simultaneously transition the leadership and the organization. Although members are not often evaluated in leadership research, the findings of this research suggest members’ responses contribute to multilevel transitions. Specifically, members’ acceptance of new leadership’s authority and willingness to receive their care were found to be influenced by organizational actions that remained clear and intentional, built trust, connected the past and the present, valued their designated future roles, and exhibited a hermeneutic of generosity that did not punish new members who once acted against the leader. The analysis separating the influence processes and the outcome revealed an organization’s activities during transition should exemplify a new leader’s character consistently, strategically be developed to interact with members, and provide abundant opportunity for group reflection and decision making. This was accomplished through multilevel literary analysis on a historical document utilizing literary narrative research, specifically sociorhetorical interpretation’s inner texture methodology on the Gospel of Matthew 11:1–12:45.