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Solidarity as an Antecedent of Consensus Decision-Making: A Mixed-Mode Study

Solidarity as an Antecedent of Consensus Decision-Making: A Mixed-Mode Study

Susan K. Hares | 2022

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Research by Koster and Sanders (2006) into alternatives to Organizational Citizen Behavior (OCB) found solidarity was a possible alternate concept to OCB. This longitudinal mixed-mode study examined whether solidarity and conflict were antecedents to effective team consensus decision-making in the Internet Engineering Steering Group (IESG), a virtual top management team (TMT) of the IETF. The IETF is a standards development organization (SDO) that has developed Internet technology standards since 1987. This research examined the IESG consensus decision-making in the 28 years of consensus decision-making from 1989 to 2016 from five different viewpoints (three different types of historical data and two surveys). Historiometric best practices guided the collection and IPA analysis of the historical data and the open-ended questions from the surveys. IPA analysis examined 3,458 group consensus decisions for group behaviors, with over 39.186 individual behavioral patterns consisting of 1 or more of the behaviors studied. The researcher surveyed all IESG members in 2013 and 2017. Every step of the five-strand methodology used triangulation (data triangulation, data collection, method triangulation in the analysis process [within-method and between-method], and theory triangulation). This web of triangulation used a majority strategy to resolve differences. This research concluded that solidarity was an antecedent to effective team consensus decision-making. Increases in solidarity behaviors in the TMT might increase the effectiveness of consensus decisions in team consensus decision-making. This research examined conflict based on the Jehn’s (1999) Intragroup Conflict Scale, concluding that conflict (task and relationship) correlated to effective consensus decision-making. However, the exact nature between conflict and effective consensus decision-making was complex. Relationship conflict was minimized in the publicly available IETF historical records, slightly dampened in the survey, and expressed in-depth in a set of open-ended questions on conflict. Future researchers may continue to examine the interplay of solidarity and conflict in the IESG and other TMTs in other organizations.

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Examining the Relationship Between Strengths Development and Implicit Leadership

Examining the Relationship Between Strengths Development and Implicit Leadership

Shelley Renee Harrell | 2022

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This study expanded on the current theoretical understanding of implicit leadership theories and the theory of strengths development. This study combined the implicit leadership theory of Offermann and Coats (2018), which includes nine factors associated with good leaders (dedication, creativity, charisma, well-groomed, sensitivity, tyranny, masculinity, strength, and intelligence), with the theory of employee strengths development, which groups 34 talent themes grouped into four domains (executing, influencing, relationship-building, and strategic thinking; Rath, 2008). Four major hypotheses were tested to assess the nature of the relationship between the two theories. In addition, employees’ gender, educational level, and length of tenure at university were used as control variables. The relationship of the four StrengthsFinder domains with the nine implicit leadership theory factors were investigated in a sample of employees of a West Coast university in the United States. There were 159 (n = 159) valid responses. The results revealed that dedication was significantly larger for employees in the executing strengths domain compared to the other three domains. Creativity was not found to be significantly different when compared across the four strengths domain. Charisma was negatively related to the strategic and executing domains.

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An Examination of Participative Leadership Theory in the Advice Given to Moses by Jethro: A Socio-Rhetorical Analysis of Exodus 18:13-27 and Deuteronomy 1:9-18

An Examination of Participative Leadership Theory in the Advice Given to Moses by Jethro: A Socio-Rhetorical Analysis of Exodus 18:13-27 and Deuteronomy 1:9-18

Shomari L. White, Sr. | 2023

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This study examines participative leadership theory and the leadership adjustments made by Moses in Exodus 18:13–27 and Deuteronomy 1:9–18. Socio-rhetorical interpretation was utilized as the tool of exegetical investigation. Participative leadership creates an avenue for leaders to share power and delegate decision-making to subordinates. When organizations share leadership opportunities, it enhances job satisfaction, organizational buy-in, and proper citizenship and behavior. As Moses led the children of Israel, their administrative, judicial, and organizational structure was unsustainable. Moses acted as the sole authority and judge for all things. At Sinai, Jethro advised Moses concerning his poor administrative, judicial, and organizational systems and alerted him that leadership burnout and follower fatigue would soon follow. The Deuteronomy section of the pericope provides Moses’ reflection and transparency concerning his burdensome leadership duties. The research analyzes the pericope to look at how Moses adjusted his leadership. Jethro gave Moses specific instructions detailing how to choose participants to assist in leadership properly.

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Cultivation of Instantaneous Leaders: A Phenomenological Study of Military Leaders

Cultivation of Instantaneous Leaders: A Phenomenological Study of Military Leaders’ Cultural Acceptance in Civilian Organizations

Timothy Michael White | 2023

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This study contributed to the betterment of the organizational leadership development process by examining the military leader transitionary process and the experiences of separated military leaders within their follow-on civilian positions. The results shed light on the critical elements of successful integration practices. These realizations can alleviate veterans’ challenges and offer civilian organizations a leadership development alternative that can decrease the cost of leadership recapitalization, increase the quality of their organizational workforce, and realize a more robust, effective, and efficient organizational structure. This phenomenological examination revealed and established veteran leaders’ experiences in their transition. The purposefully selected sample included eight retired military leaders from the U.S. Department of Defense, each with 20 years or more of military experience, who completed comprehensive interview. The findings generated a satisfactory saturation level through the use of in vivo, concept, and comparative coding, resulting in 20 codes arranged into the six themes of culture challenge, culturally disenfranchised, culturally stable, develop cohesive organization, develop cross-cultural education, and learned understanding. The responses indicated that even though cultural acceptance exists, a greater bias exists at the civilian organization’s supervisor, peer, subordinate, and overall cultural levels. Further, the responses indicated a bias by the veterans toward civilian organizations, which exacerbated the veterans’ civilian organizational disenfranchisement. The responses also indicated that the cultural acceptance occurred due to a learned understanding of the differing cultures and that civilian organizations could benefit from adopting a few military traditions to generate veteran understanding and organizational esprit de corps. This study represents a significant contribution to the body of knowledge by addressing and partially filling a research gap, providing civilian organizations with the information to address glaring inadequacies in their cultural biases toward veteran leaders in order to render solutions to the challenge. In doing so, a civilian organization could provide a vast supply of readily trained and operationally tested leaders to augment its leadership departments and prepare for future organizational changes.

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Relationship Between Followership and Psychological Empowerment Among Church Employees

Relationship Between Followership and Psychological Empowerment Among Church Employees

Zachary Whitt | 2023

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There is much leadership research focusing on the leader, but not as much centering on the follower. An understanding of followership is a critical component of successful leadership and will contribute to an organization’s success; however, there has been a lack of focused study in the field of implicit followship theories (IFTs), particularly among nonsecular organizations and populations. Furthermore, IFTs remain primarily an academic concept that is rarely considered for nonacademic use. A broader understanding of IFTs could lead to an improved understanding of the interconnection of leadership and followership. Therefore, the purpose of the current quantitative study was to examine whether a correlation exists between followership types and psychological empowerment among evangelical church employees. The sample included 69 evangelical church employees in North Carolina who completed an online survey. The findings revealed that critical independent thinking is associated with competence and impact. Church employees who exhibited greater independent critical thinking reported greater competence and impact. Additionally, active participation is associated with meaning, competence, self-determination, and impact. Church employees who reported more active participation reported more meaning, competence, self-determination, and impact. Some of these correlations are weak, however, and should therefore be interpreted with caution. The current study added to the literature through an examination of IFTs for nonacademic use. The findings are consistent with Kelly’s (1992) theory, as well as the conclusions of previous studies. Identifying the distinction between exemplary and alienated followers may be important for understanding the association between individual critical thinking and psychological empowerment.

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Narcissistic Leadership and the Pharisees

Narcissistic Leadership and the Pharisees’ Use of Leader-Member Exchange: A Sociorhetorical Study of Matthew 23

Kourtney M. Williams | 2023

Abstract The research examined the role of the narcissistic leadership, leader–member exchange theory, and collective narcissism in the context of the leadership of the Pharisees in Matthew 23. The study utilized sociorhetorical analysis on the content to observe the relationship between the Pharisees’ leadership style and narcissistic leadership theory. The research revealed positive convergence of the constructs. Specifically, the results demonstrated six themes for the Pharisees’ leadership: impression management, recruitment, imposition of societal rules, abusive supervision, impression management, and follower inhibition. These themes produced five principles for biblical leaders to implement in their organizations. Limitations and future research are discussed.

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Examining the Role of Courageous Followership in Avoiding or Overcoming the Dark Side of Leadership: A Socio-Rhetorical Analysis of Jeremiah 23

Examining the Role of Courageous Followership in Avoiding or Overcoming the Dark Side of Leadership: A Socio-Rhetorical Analysis of Jeremiah 23

Mark Atterson | 2022

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Organizations can naively embrace visionary leadership without understanding the dark side of leadership, which surfaces at the highest levels of government, non-profit organizations, and for-profit organizations. The dark side of leadership can perpetuate toxic, inactive followership and lead to tragic results in organizations and society. In the current study, the researcher explored Jeremiah 23 and sought to better understand the role of courageous followership in avoiding or overcoming the dark side of leadership. The current research fills gaps in the literature concerning more socio-rhetorical studies in the Hebrew Scriptures, especially concerning organizational leadership constructs. Jeremiah 23 is an antecedent passage for many of the shepherd metaphors found in the New Testament. The pericope provides a window into ancient Judah’s fall into toxicity and the divine solution of YHWH. The dark side of leadership and courageous followership are theories that surfaced in the passage. Because of the gaps in the literature regarding these theories, this research provided new and fresh insight into the Jeremiah 23 pericope. The researcher sought to answer three research questions. First, what does a socio-rhetorical analysis of Jeremiah 23 uncover concerning the dark side of leadership and courageous followership? Second, what is the role of courageous followership in avoiding or overcoming the dark side of leadership from Jeremiah 23? Third, how do biblical models of leadership and followership, discovered in Jeremiah 23, compare and contrast with contemporary models of the dark side of leadership and courageous followership? The researcher utilized Robbins’ (1996b) socio-rhetorical textural method for analysis adjusted for the time and place of Judah, pending the fall to Babylon. The analysis included an inner, inter, social and cultural, ideological, and sacred textural analysis of Jeremiah 23. The results of the analyzed data are recorded in Chapter 4. The researcher concludes Chapter 5 with a discussion of the data, answering why this study is relevant and valuable along with practical implications for secular and ecclesial organizations.

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Self-Awareness and Development of Leader Self-Identification During Ascension to Judgeship: An Interpretative Phenomenological Analysis of Black Women Judicial Leaders

Self-Awareness and Development of Leader Self-Identification During Ascension to Judgeship: An Interpretative Phenomenological Analysis of Black Women Judicial Leaders

Meghan N. Rivers | 2023

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In 2022, Black women occupy a special place in the American judiciary and their occupation, leadership, and relevance as judges, beyond a mere demographic head count, are largely unexamined and misinterpreted. Within an interpretative phenomenological study of nine Black judicial leading women serving as active state or federal judges, this study answered three inquiries: What are the lived experiences that contributed to the success of Black women’s ascendancy from attorney to judicial leadership (judgeship), what factors contribute to the engagement experience and cognitive framework of Black women judges in their respective leadership roles in the judiciary, and to what degree does the culture within the judiciary and values within the legal profession impact the career progression of Black women? The literature review revealed that this investigation serves as a genesis for thorough empirical investigation of judiciary leaders representing this marginalized demographic. The findings indicated that these unique judicial leaders exhibited strong leader identity recognizing exceptionality within formative years. Established and realized self-identity of both leadership and minority identity, along with a strong desire to serve, exist as primary themes within this investigation. This and other nuanced thematic findings are presented within four categories: (a) the disposition, (b) the periphery, (c) the robe, and (d) the relationships. Overall, this study revealed multiple factors influencing Black women’s lived experiences of ascension from the attorney to state or federal judgeships.

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By entering my first and last name above and clicking “Learn More” below, this shall constitute my electronic signature and I expressly agree that Regent University or its third party service providers may call or text me for marketing purposes at the number I provide above, including through the use of an automatic telephone dialing system and/or artificial or prerecorded voice or message according to the TCPA Terms & Conditions below. Providing this consent is not required to obtain any good or service.

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An Investigation of Authenticity in Judges 4

An Investigation of Authenticity in Judges 4

DeLoria Coleman Savoy | 2023

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Important to Christianity is developing an understanding of the engagement of biblical context and contemporary relevance. Interpreting Scripture responsibly, studying the Word of God faithfully is necessary for gaining wisdom in applying biblical truth to living present-day. Authentic leadership, along with authentic followership, is taking space in present-day scholarly discussion. The social and cultural, moral, and ethical climate conditions are declining, and the well-being of one is not a consideration of another. Much of that decline is being blamed on modern leader behavior and people’s dismissal of basic concern for each other. This study investigated Judges 4 for the contemporary principles of authenticity as demonstrated by the behavior of the characters Deborah, Barak, and Jael. Judges 4 is a story of individuals acting out of authenticity in contradiction to their societal role customs for purposes greater than their individual preservation. The investigative process employed socio-rhetorical criticism as the analytic to organize and argue for the presence of the authenticity construct in biblical times. The investigation yielded inference of individual authenticity in character behavior in Judges 4.

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Servant Leadership: Women in Executive-Level Positions

Servant Leadership: Women in Executive-Level Positions

Veneice Smith | 2023

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This study focused on follower perception of women in executive-level positions and servant leadership, a paradigm that closely aligns with communal (feminine) leadership characteristics most often observed in the leadership style of women (Cox, 1995; Davis, 2017; Hogue, 2016; Kusterer, 2008; Kusterer et al., 2013; Lehrke & Sowden, 2017). This study contextualized the antecedents of gender and social cognition (Bussey & Bandura, 1999) to discuss perception, women in executive-level positions, and the seven servant leadership virtues identified by Patterson (2003) through the lens of implicit leadership theory (Shondrick et al., 2010). By discovering that perceived communal values are related to perceived servant leadership, a theoretical leadership model that transcends social normative leadership, this research aligned with existing research by Barbuto and Gifford (2010), Song et al. (2022), Hogue (2016), and Lehrke and Sowden (2017) who found that communal leadership aligns with servant leadership. Additionally, this research revealed that most servant leadership characteristics are related to agentic values, suggesting androgyny in women’s leadership, as Bem (1979) noted. As few studies focus on the antecedents of gender with servant leadership (Barbuto & Gifford, 2010; Eva et al., 2019; Liu, 2019), this empirical research on the gender-based implicit theory and follower perception in conjunction with servant leadership continues to lay the foundation for further research on women in leadership.

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