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Spiritual Calling and Authentic Followership of American Korean Workers

Spiritual Calling and Authentic Followership of American Korean Workers

Seongeun Kim | 2023

Abstract 

Recently, the relationship between spiritual variables and job-related ones to organizations and their members has begun to be discussed in greater depth. Through this study, the researcher aimed to investigate the relationship between spiritual calling and authentic followership in American Korean workers. Based on the Spiritual Calling Scale of Neubert and Halbesleben (2015) and the Authentic Followership Profile (AFP) of VanWhy (2015), The researcher designed this study as a multiple regression analysis study to test 4 hypotheses under a central research question. Data were collected via survey from simple random sampling and snowball sampling methods of 146 American Korean workers through Facebook, email, and the Kakao Talk mobile messaging app. The participants completed the full questionnaire online anonymously using Google Forms. The sample size was 146 individuals. Multiple regression analysis was used to analyze the data using SPSS statistics. Hierarchical multiple regression analysis in SPSS 28 revealed that spiritual calling was positively related to authentic followership, p < .001, that spiritual calling was positively associated with authentic followership, p < .001, but that other gender, age, education, religion, and years did not play critical roles in any of these measured relationships. Therefore, positive relationships between the sense of spiritual calling and authentic followership were validated in American Korean workers. This study contributed to finding the positive relationship between spiritual calling and authentic followership by extending the GLOBE project and follower-centered leadership.

Key Words: Spiritual Calling, Authentic Followership, the GLOBE project, and Multiple Regression Analysis.

The Effect of the Dimensions of Transformational Leadership on Turnover Intention After Controlling for Work

The Effect of the Dimensions of Transformational Leadership on Turnover Intention After Controlling for Work–Nonwork Conflict and Satisfaction With Quality of Work

Matthew Thrift | 2024

Abstract

The research study examined the relationship between the dimensions of transformational leadership and turnover intention after controlling for satisfaction with quality of work, job–marriage conflict, job–parent conflict, job–leisure conflict, and job–home management conflict. One hundred thirty-two United States service industry workers were surveyed. A hierarchical multiple liner regression tested the data to determine if the models, including the dimensions of transformational leadership, were more effective predictors of turnover intention than those with only the control variables. The study determined dimensions of transformational leadership were not significant predictors of turnover intention after applying the control variables. The models including the independent variables of transformational leadership dimensions were not more effective predictors of turnover intention than those with only the control variables. Job–leisure conflict and satisfaction with quality of work were found to be statistically significant predictors of turnover intention in all the models tested. The research concluded with an examination of the significance of the findings, theoretical and practical implications of the findings, and recommendations for future research.

Emergent Resiliency: Recultivating Strategies Influenced by the Pandemic with Determinism for the Future

Emergent Resiliency: Recultivating Strategies Influenced by the Pandemic with Determinism for the Future

Lorea Marianna Tilghman | 2024

Abstract

This qualitative research study was designed to investigate emergent resiliency and recultivated response of leaders during the COVID-19 pandemic, quarantine, and shutdown. The problem addressed was, “How to identify misinterpretations of emerging resiliency and recultivated response to explore how to maximize the value of unconventional concepts that may identify advancing themes for leadership practices.” The research question, “How did leadership identify emergent resilient practices and decisions within cognitive and behavioral associated response during the COVID-19 pandemic, quarantine, and shutdown.” This guided the exploration of how leaders recognized the initial onset of resilience and response within the various levels of recultivation. The study involved an inquiry into socialization, performance optimization, and how leaders incrementally revisited the initial onset logic from a crisis related experience. Contributing factors that were identified related to the initial onset of resilience that captured insights for advancing leadership decisions in crises to identify influences caused by shifts in the environment from the exploration of the initial onset or emergence of resiliency in associative descriptions. The research findings highlighted the cognitive association with behavioral response in perceived crises and confirmed the recognition of emergent resiliency. This study contributes to the understanding of misinterpretations of the emergent resiliency process experienced during the recognition of the initial onset of the emergent resiliency response. Future explorations of phenomenal patterns may support new resilience scale factors and advance knowledge using a holistic approach for determinism as strategic outlays for self-efficacy, followership composure, positive emotional intelligence, and logic assessment when examining the locus of control in crises. Understanding how misinterpretations are communicated and when logic assessment and novel concepts are used contributes to innovative solutions within cognitive and behavioral influences. Keywords: COVID-19, determinism, emergent resilience response, followership, leadership, recultivated response, socialization

Leading With Joy: An Approach to Employee Well-Being and Person

Leading With Joy: An Approach to Employee Well-Being and Person–Supervisor Fit

Robert Harvey Van Hees | 2024

Abstract

Despite decades of leadership research, recent experiences from the Great Resignation and Quiet Quitting have demonstrated the need to understand the causes and solutions of employee dissatisfaction in the workplace. A dissatisfied workforce is misaligned with their leaders and is thus joyless. However, workers have a right to experience joy in the workplace, which is the responsibility of management. Neglecting the emotional state of employees ignores their well-being and results in undesirable outcomes. This study examined the relationships between employee well-being (EWB), person–supervisor (PS) fit, leading with joy, and physical health as a control variable. EWB is a worker’s sense of overall wellness based on subjective self-assessment and emotional state. PS fit is the perceived alignment in personality, attitudes, and values between the employee and supervisor. Leading with joy is positive leader behavior that recognizes individual efforts, celebrates achievements, and connects work to organizational outcomes. Hierarchical multiple regression revealed that the control variable physical health had a significant impact on EWB. PS fit also had a significant impact on EWB; however, PS fit did not moderate the relationship between leading with joy and EWB. This study makes theoretical contributions to the organizational leadership literature and offers recommendations for future research. Keywords: employee well-being, person-supervisor fit, leading with joy, physical health, hierarchical multiple regression

Ripple Effects: The Impact of African American Spiritual Mothers/ Women Community Mentors As Observed in the Next Generation of African American Women Leaders

Ripple Effects: The Impact of African American Spiritual Mothers/ Women Community Mentors As Observed in the Next Generation of African American Women Leaders

Penny Delois Witcher | 2024

Abstract

The purpose of this phenomenological study of six African American females was to answer the following two questions: How has the current generation of African American female leaders been shaped by the leadership of their spiritual mothers and community mentors? Based on what was passed down to them, what recommendations would the current generation of African American women leaders make to emerging/aspiring African American women leaders? A phenomenological approach was employed to capture the lived experience of six African American women leaders who were being mentored by a spiritual mother or a church mother to learn if mentoring had an impact on their decision to become a leader. Semistructured interview questions were used to gather data about the phenomenon of these women’s ability to become the prototypical leaders in the community where White men are usually the most dominant. The findings indicated that these Black women were successful leaders because they demonstrated self-mastery, impartation, nurture, and care. Their ability to become the prototypical leader was not due to embodying the behavior and attitude of the group but in demonstration of self-mastery, impartation nurture, and care. The exercise of their own high personal standards, according to the ranking of the themes, was the most significant in their lives. The answers to the questions showed that the leaders were prototypical because they could demonstrate selfmastery, impartation, nurture, and care. These qualities gave the leaders the ability to enter the social landscape of their subordinates and meet the needs and concerns of those subordinates.

Investigating a Relationship Between Authentic Followership and Organizational Commitment

Investigating a Relationship Between Authentic Followership and Organizational Commitment

Glenn Wade Zachary | 2024

Abstract

Literature has reported that authentic leadership is positively related to organizational commitment. Minimal research demonstrates a direct relationship between authentic followership and organizational commitment. This study built upon the foundation of authentic leadership to investigate authentic followership in relationship with organizational commitment. Theoretical framework and literature review established the variables of authentic followership as internalized moral perspective, relational transparency, self-awareness, and psychological ownership, which are positively related to variables of organizational commitment: affective, continuance, and normative. The current research was a quantitative, correlational study that tested these relationships with a survey of 215 individuals 21 years of age, with a minimum of 5 years of work experience within the United States, with demographic data collected regarding age, gender, and type of work organization. Anonymous, voluntary, noncompensable, and confidential responses were collected utilizing SurveyMonkey. The questionnaire used the Authentic Followership Profile (VanWhy, 2015) to measure the elements of authentic followership and Meyer and Allen’s (1997) Affective, Continuance, and Normative Commitment Scales (Revised) to measure the elements of organizational commitment. Cronbach’s alpha values for each instrument ranged from .7 to .9. Pearson correlation coefficient analysis in SPSS revealed that each variable of authentic followership—internal moral perspective, relational transparency, self-awareness, and psychological ownership—was positively related to each variable of organizational commitment—affective, continuance, and normative—with each variable being statistically significant (ρ < .001). The initial expectation was that continuance commitment would be negatively related to authentic followership; however, each variable exhibited a positive relationship. Findings revealed a positive but small relationship between internalized moral perspective and organizational commitment. Relational transparency showed a moderate and strong positive relationship with organizational commitment. Self-awareness revealed a small and moderate positive relationship with organizational commitment. Psychological ownership demonstrated the most substantial positive relationship with organizational commitment. The study’s limitations include restricting the responses solely to the United States and excluding the perspectives of individuals working in a volunteer capacity within the workplace. Future research could focus on specific work environments such as not-for-profit, the public, and the private sector and control variables such as years of work experience, gender, age, or ethnicity.

Servant Leadership Theory: An Empirical Test of Servant Leadership Perceptions of University Students in Ethiopia

Servant Leadership Theory: An Empirical Test of Servant Leadership Perceptions of University Students in Ethiopia

Solomon Chafamo Abiye | 2023

Abstract

In this exploratory study, I examined the workability of servant leadership theory (Patterson, 2003) in an Ethiopian context for the first time. Patterson’s servant leadership theory is comprised of seven servant leadership virtues, agapao love, humility, altruism, vision, trust, empowerment, and service. I investigated the causal relationship between her servant leadership virtues using 211 participants from Wachemo University in Hossana, Ethiopia. The participants assessed the servant leadership of their instructors using Dennis and Bocarnea’s (2005) revised Servant Leadership Assessment Instrument. The simple and multiple regression analysis results revealed the causal relationship between the servant leadership virtues, which extended the findings of previous studies (Koshal, 2005; L. Nelson, 2003), which indicated the compatibility of Patterson’s servant leadership virtues with African cultural values. In addition, I performed t tests to answer the research question that addressed the perception of servant leadership of leaders by leader– follower gender similarities. The result of the tests indicated differences in three of the constructs, humility, altruism, and empowerment. However, it showed no difference in servant leadership by gender–follower relationship in the love, vision, trust, and service constructs. I discussed possible implications of the deviation in the results, and the role of the love construct to support the unconditional aspect of servant leadership. By testing Patterson’s servant leadership virtues in Ethiopia, I pioneered a new leadership model for the country that has been through a lot with an unsubstantiated socioeconomic and political structure to see itself and work toward human-centered leadership philosophy.

Followership and Preferred Leadership Behaviors: Conversion of Passive and Alienated Followers Into Exemplary Followers

Followership and Preferred Leadership Behaviors: Conversion of Passive and Alienated Followers Into Exemplary Followers

Ayodele Adepoju | 2023

Abstract

The review of existing literature established a need to explore the leadership behaviors that help transition passive and alienated followers, including quiet quitters, into much more actively engaged followers in the organization. It reviewed the relationship between Kelley Followers Styles (KFS) and the Leadership Practices Inventory (LPI). I utilized descriptive and correlation analysis, using the results of a self-administered survey of 135 individuals using a nonprobability convenience sampling. I derived the questionnaire using the instruments of Kelley’s Power of Followership Survey and Kouzes and Posner’s LPI. The hypothesis testing assessed the strength of the relationship, whether significant, in the 10 hypotheses developed from the five metacategories of LPI and two KFS dimensions. The findings established a positive correlation between the two KFS dimensions and LPI’s five practices. Second, the testing results showed that nine out of 10 hypotheses were fully supported as the correlation coefficients (r ranging between .701 and .784) showed a high correlation or marked relationship, and the results were statistically significant. Third, the top two LPI variables that correlate the most with KFS’s active engagement are Model the Way (r = .784) and Encourage the Heart (r = .776). Lastly, the top two LPI variables that correlate most with KFS’s independent critical thinking are Inspire a Shared Vision (r = .735) and Challenge the Process (r = .730). The results of this study contributed to the field of knowledge as it extended previous research on followership and leadership relationships. In addition, this is the first study to evaluate the type of leadership behaviors required to convert passive and alienated followers into a much more integral part of the team. It is also the first that examined the correlation between KFS and LPI. Future research can explore cultural effects, adopt qualitative or mixed research methods, explore the presence of mediating or moderating variables, or use other followership or leadership instruments.

The Effect of Employees

The Effect of Employees’ Perceived Organizational Support on the Level of Employee Engagement in a Virtual Work Environment

Julie Headley | 2024

Abstract

Employee engagement is at a record low for remote employees in the United States. This is a problem for companies because employee engagement leads to lower turnover, higher profits, and improved customer satisfaction. One antecedent for employee engagement in a standard work environment is perceived organizational support (POS). This quantitative study examined the effect of POS on employee engagement specifically in a virtual work environment for remote employees. It is hypothesized that POS positively affects employee engagement in a virtual work environment. SurveyMonkey Audience was used to solicit 128 participants who work full time, exclusively remote roles in the United States. The eight-item version of the Survey of Perceived Organizational Support and the nine-item version of the Utrecht Work Engagement Scale were used for data collection. The data were analyzed in SPSS using means, factor analysis, reliability, and regression. The hypothesis was supported. These results add to the existing literature by examining the relationship between POS and employee engagement for exclusively remote employees. With these results, companies and leaders should review and bolster organizational support practices for their remote employees in order to foster engagement.

Keywords: employee engagement, perceived organizational support, remote workers, virtual work environment

Authentic Leadership and Servant Leadership in the Black Lives Matter (BLM) Movement: A Self-Evaluation of Self-Identified Leaders

Authentic Leadership and Servant Leadership in the Black Lives Matter (BLM) Movement: A Self-Evaluation of Self-Identified Leaders

Alan Jackson | 2024

Abstract

This quantitative study examined authentic leadership and servant leadership traits as measured via the Authentic Leadership Questionnaire (ALQ) and Servant Leadership Assessment Instrument (SLAI). The goal was twofold: (a) examine the magnitude of authentic leadership and servant leadership traits present in the Black Lives Matter (BLM) leaders and (b) assess the correlation between ALQ and SLAI overall scales and subscales in the data. SurveyMonkey and paper surveys were utilized to collect the data. The sample consisted of self-identified leaders of the BLM movement. The self-identified leaders used the ALQ and the SLAI to perform a self-assessment. The findings of this study showed a strong, positive correlation between the overall scales and subscales of both leadership assessment instruments in the sample of BLM leaders, with the data showing high levels of authentic and servant leadership dimensions identified by the subscales as being self-reported in the sample of BLM leaders.