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The Relationship Between Emotional Intelligence and Christian Virtues in Organizational Leadership: An Analysis of Nonprofit Leaders

The Relationship Between Emotional Intelligence and Christian Virtues in Organizational Leadership: An Analysis of Nonprofit Leaders

Rupert Alexander Hayles, Jr. | 2021

Abstract

The purpose of this study was to explore the possibility of a correlational linkage between emotional intelligence (EI) and virtue specifically regarding leadership development. The research study was based on foundational work by Culham and Bai (2011) and Palser (2005). While Palser focused on EI correlative effect and burnout, which is an emotional outcome, Culham and Bai (2011) focused on a conceptual model emphasizing linkages between EI and virtue based on ethics. These seminal research studies formed the foundation of this study to expand and provide quantitative grounded research on the linkage between EI and virtue through morality and ethics. This study included an investigation into the linkage between virtue espoused within a spiritual context and the increase in EI as a basis of organizational and leadership expansion. The overarching direction of the study was to address whether there is a relationship between EI and virtue, specifically Christian virtues. The researcher further assessed whether people with high virtue attributes and EI subscale attributes are more likely to demonstrate effective leadership, and whether people with low virtue attributes and EI subscale attributes are less likely to demonstrate effective leadership. The researcher addressed the various components and crystalized a belief, yet unproven, that factors within EI impact virtue and vice versa. The results of this study revealed a statistically significant relationship between EI and virtue. Relationship with God—consisting of love, joy, and peace—was the strongest predictor of EI (self-perception, self-expression, interpersonal, and stress management), with the exception of decision-making. This study serves as a foundation with significant implications for further research in identifying other relational factors that could espouse causality and that are descriptive, predictive, or explanatory in relation to leaders’ growth.

Generation Z is the Boss Baby: What Are Generation Z

Generation Z is the Boss Baby: What Are Generation Z’s Thoughts on Entrepreneurship?

Laquita Joyner-McGraw | 2022

Abstract

The researcher of this qualitative phenomenological study aimed to gain a comprehensive understanding of the essence of the meanings derived from the experiences of a group of Generation Z adult business students enrolled in a public college located in Connecticut. The conduct of this research focused on how these Gen Z business students perceive success in relation to entrepreneurial leadership. The study was conducted to gather information about innovative and emerging technologies, strategies, programs, and training this generational cohort has used in order to become successful with their entrepreneurial endeavors. Drawing on previous studies, the researcher’s intent was to provide deeper knowledge and understanding to the literature-specific concerning educational programs, entrepreneurial training, and innovative resources of the era, which could enhance Generation Z entrepreneurs’ toolkit with the knowledge, experience, and motivation they need to be successful. The findings of the study suggest that it is valuable to understand the phenomenon of leadership and entrepreneurship when Generation Z, as new entrepreneurs, becomes the “Boss Baby” and creates novel entrepreneurship education opportunities with a mentor component. This phenomenological study concluded that a Generation Z entrepreneur (a) possesses an entrepreneurial mindset, (b) utilizes technology innovation for financial freedom to drive change, and (c) leads and inspires people to take the right course of action. Generation Z members’ definition of successful entrepreneurship demonstrated this entrepreneurial mindset and skills, as they described the importance of using innovative educational platforms to generate new ideas, reflect upon these ideas, and take a course of action on them in the future with the assistance of mentors. Future research can further help develop the Boss Baby principle by integrating social entrepreneurial leadership theory, experiential learning theory, and generation theory, which were the three major theoretical frameworks that guided the conduct of this phenomenological study.

Leading in Times of Crisis and Complexity: A Phenomenological Study of the Lived Experiences of Leaders at Small Historically Black Colleges and Universities During COVID-19

Leading in Times of Crisis and Complexity: A Phenomenological Study of the Lived Experiences of Leaders at Small Historically Black Colleges and Universities During COVID-19

David Mahatha | 2022

Abstract

Historically Black colleges and universities (HBCUs) in the United States, particularly small HBCUs, are no strangers to crises and unforeseen challenges. Through various challenges, including financial instability, low student enrollment, and accreditation challenges and crises—many beyond leadership’s control—most HBCUs have been able to weather the storm and endure. However, the global COVID-19 pandemic created a significantly unique and organizational-changing experience for these institutions and extraordinary lived experiences for those who served in leadership roles at the institutions during the pandemic. They were dealing with a completely novel, complex, and uncertain situation for which they lacked direct experience, knowledge, and prepared documentation and guidelines. This qualitative phenomenological study examines these leadership experiences and uses complexity leadership, crisis leadership, and HBCU identity as the components of the conceptual framework to guide the research and the critical incident technique as the data collection method. Research findings indicate that HBCU administrators employed leadership styles and behaviors that empowered and fostered autonomy, enabled creativity and innovation at all levels within the organization, and focused on meeting the needs of others.

Why Leaders Stay Instead of Quitting: A Qualitative Exploration of Organizational Citizenship Behavior Amid Crises

Why Leaders Stay Instead of Quitting: A Qualitative Exploration of Organizational Citizenship Behavior Amid Crises

Cherie McKinnon | 2022

Abstract

Bolino, Hsiung, Harvey, and LePine (2014) provided profound conceptual contributions to the existing literature regarding organizational citizenship behavior (OCB) burnout and fatigue. After the study, the researchers noted that further research into other threats to OCB should be conducted to build upon its findings. The current research study explored OCB fatigue among leaders of varying tenure during a pandemic using qualitative research methods. OCB theory (Organ, 1988, 1997), OCB burnout (fatigue), perceived organizational support, culture (individualistic), and faith and faith practices as related to coping and leading consistently in a crisis among leaders were cornerstone concepts of the study. Sources of inquiry were utilized to better understand potential challenges that may cause OCB burnout in extenuating circumstances. In-depth interviews were conducted to attain the lived experiences of six participants who were identified as OCB leaders from various job industries such as education, film, retail, and ministry. Analysis of the data resulted in the emergence of the following themes concerning OCB in crisis: care for others, diligence, resilience, commitment, team, self-motivation, empowerment, and faith. Research reflections, limitations, and recommendations for further research are presented.

Sent by the Father: Jesus as Follower in the Gospel of John

Sent by the Father: Jesus as Follower in the Gospel of John

Andrew Oates | 2022

Abstract

A follower-centered perspective on the followership of Jesus is missing in leadership literature. This gap is unfortunate because, by understanding only the leadership of Jesus, researchers and practitioners cannot fully address the leader–follower relationship between God the Father and Jesus Christ. The purpose in this study was to link the Trinitarian relationship of Jesus Christ with the Father to clear followership characteristics between leaders and followers. The emphasis on the follower of Jesus provided clear handles of what an empowered follower with the same goal and purpose represents to other followers. This addressed, from a content analysis, what it meant to be a sent follower with a clear purpose from the Gospel of John and how an exegetical analysis from John 6 followed a spiral of representative, submissive, servant, and revelatory followership and what that communicated about the follower and the leader. Followership is forever linked to the field of leadership through an interdependent relationship. The relationship between God the Father and Jesus completed the followership concept of Jesus when Jesus sent out the disciples, His own followers. This study offered a unique perspective of followership through portraying the relationship of Jesus with God the Father, the characteristics that He lived out, and how Jesus empowered His disciples when He sent them, in the same manner that He was empowered by God.

Leadership in Transition: A Quantitative Study of Leadership Dimension Preferences Across Generational Cohorts

Leadership in Transition: A Quantitative Study of Leadership Dimension Preferences Across Generational Cohorts

Neftali Charles Olmeda | 2022

Abstract

Generations come in cycles, and just as history produces generations, so too do generations produce history (Strauss & Howe, 1991). Within those cycles and historical structures, and so too from a leadership point of view, a sense of leadership status and influence arises that varies considerably because of generational differences and cultural forces (House et al., 2004; Lisbon, 2010; Sotelo, 2015). Similarly, at a more individual level, people—followers, employees, and subordinates—perceive the world and those around them differently because of their background, individual characteristics, and needs (Konopaske et al., 2018). Responding to the call to extend the field of study and fill a gap in research to include Generation Z in similar studies, this research used a quantitative, nonexperimental, cross-correlational approach to examine Baby Boomers, Generation X, Generation Y/Millennials, and Generation Z leadership dimension preferences. Leadership dimensions consisted of the six culturally endorsed implicit leadership theory dimensions using the GLOBE Phase 2 Alpha Questionnaire. The sample population derived via nonprobability, purposive sampling efforts. Efforts for recruiting potential participants included emails and social media. Potential participants were asked to complete the GLOBE Phase 2 Alpha Questionnaire distributed online via SurveyMonkey through Facebook, Instagram, and bulk emails where the researcher has a point of contact. Potential participants were also asked to forward the emailed or social media posted survey to anyone who may be interested in participating. Further, the statistical analyses were performed using multivariate analysis of variance via input data within the IBM Statistical Package for the Social Sciences software.

The Practice of Servant Leadership: A Qualitative Case Study of Watoto Church

The Practice of Servant Leadership: A Qualitative Case Study of Watoto Church

Jacky Franco Onaga | 2022

Abstract

Servant leadership has the capacity to bring about a paradigm shift in organizations, communities, and churches. Although it is older than most leadership theories, its acceptance as a theory and practice has been slow. Perceptions among researchers, academicians, practitioners, and leaders differ as to how the theory can be conceptualized and practiced. Much research has gone into defining the servant leadership theory and analyzing its difference from other leadership theories, but few have examined the practice of servant leadership. The purpose of this study was to seek to understand the practice of servant leadership in Watoto Church. The findings of this study are significant because they provided a critical understanding of servant leadership in a place where it works. The findings highlighted how servant leadership could impact communities and organizations and provide insights and guidelines to leaders of similar organizations. The study employed a qualitative case study design. This study method provided an opportunity to obtain the participants’ experiences, emotions, and feelings. A total of 10 pastors from different levels of leadership were selected using purposeful sampling. These were pastors who grew up in the ministry of Watoto Church’s servant leadership and therefore deemed to have relevant information. Data were collected through in- depth interviews. The in-depth interviews provided an open-ended approach that allowed the researcher to explore and probe to get rich information. The findings confirmed that Watoto Church is a servant leadership practicing church. The servant leadership practices included serving and caring for the community, empathy, leadership development, leadership accountability, character-based leadership, teamwork, and visionary leadership. The results further revealed that servant leadership had benefited and impacted Watoto Church by creating a smooth leadership succession, ownership and loyalty to the ministry, exponential church growth, and community care. Therefore, servant leadership is a good leadership style for social, community, and organizational transformation.

Keywords: Servant leadership, leadership theory, practice, communities, organizations, transformation

Leadership of Human-Machine Teams in Military Environments: An Exploratory Framework

Leadership of Human-Machine Teams in Military Environments: An Exploratory Framework

Anna Pierre | 2022

Abstract

This is an exploratory study in response to two calls (Do et al., 2017; L. Larson & DeChurch, 2020) for more study on how artificial intelligence (AI) could influence leadership skills and behaviors in the future. This study, one of the first of its kind, is specifically focused on how the future use of human-machine teaming by the U.S. Department of Defense could change required military leadership skills. While the use of AI is at the beginning stages of ubiquity in organizations, there is still little understanding of how this technology could influence leadership behaviors and required skills. A Delphi study was utilized to garner expert opinion on the topic. It was discovered that the use of human-centric skills, such as creativity, empathy, and critical thinking, will be vital in the future. Additionally, it was found that there is still uncertainty on if there will be differences in leadership for civilian or military leaders of human-machine teams or how leadership development training will need to change to meet future requirements.

Keywords: artificial intelligence, military leadership, information age, human-machine teaming, shared leadership, machine learning, U.S. Department of Defense, digital age, leadership skills, Delphi study, algorithmic leadership

A Quantitative Study of Authentic Leadership, Authentic Followership, and Organizational Commitment, With Tenure as Moderator

A Quantitative Study of Authentic Leadership, Authentic Followership, and Organizational Commitment, With Tenure as Moderator

Daniel Sharma | 2022

Abstract

Literature has presented that authentic leadership was positively related to organizational commitment. The first problem was validating this positive relationship in another setting. There was no quantitative evidence on authentic followership and its ties to organizational commitment, which formed the second problem. The third problem was limited research on tenure as a moderating variable in the relationship between authentic leadership and organizational commitment. The final problem was the gap on tenure as a moderating variable in the relationship between authentic followership and organizational commitment. These formed the fourfold purpose of the current research. The significance of the present study was to bridge these gaps and add to existing literature. Theoretical framework and literature review established that the authentic leadership variables of self-awareness, relational transparency, internalized moral perspective, and balanced processing were positively related to organizational commitment and that tenure provided a moderating effect to these relationships. Authentic followership variables of self-awareness, relational transparency, internalized moral perspective, and psychological ownership were theoretically positively related to organizational commitment, again with tenure providing moderation. Age and education were the control variables. The current research quantitatively tested these relationships with post hoc, convenience, and snowball sampling to a geographically dispersed target sample size of 100 participants spread between North America and parts of Oceania. A single, anonymous, voluntary, and noncompensable Google Forms survey reached the target audience, combining questions from the Authentic Leadership Inventory, the Authentic Followership Profile, and the Organizational Commitment Questionnaire, each reporting their Cronbach’s alpha in the range of .7 to .9. Data analysis was completed using IBM’S SPSS hierarchical multiple regression analysis, where positive relationships between authentic leadership and organizational commitment and between authentic followership and organizational commitment were statistically significant (p < .001). However, tenure’s moderation effects were disproved in this setting. Limitations of this research included nonprobabilistic sampling, uncontrolled variables such as gender, and response bias. Future research could focus on applying the authentic leadership and authentic followership to other contexts, conducting more tests of tenure as a moderating variable, and considering the possibility of how culture or migration might affect how individuals process these concepts.

Keywords: authentic followership, authentic leadership, organizational commitment

Burnout Among Pastors in Guatemala and the United States: A Quantitative Study

Burnout Among Pastors in Guatemala and the United States: A Quantitative Study

Benjamin Louis Stoffel | 2022

Abstract

Pastors experience burnout, and there are still unexplored factors that could impact pastoral burnout. Upon examining the literature, no research was discovered that tested burnout between pastors in two countries. I conducted this quantitative study to advance the extant literature by testing for differences in burnout scores between pastors in two different countries—Guatemala and the United States. I tested for burnout as defined by the three factors in the Maslach Burnout Inventory: (a) personal exhaustion, (b) depersonalization, and (c) personal achievement. I implemented a cross-sectional design using a t-test to determine if there were differences in the pastor’s self-scoring of the three variables from the MBI across the two national groupings of pastors. I successfully collected data through an online survey of the MBI from 180 respondents: 89 Protestant pastors from Guatemala and 91 Protestant pastors from the United States. The results showed that personal accomplishment scores varied significantly by country, even though there was no significant difference in emotional exhaustion or depersonalization scores.