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Examining the Relationship Between Group Cohesion and Group Performance in Tuckman

Examining the Relationship Between Group Cohesion and Group Performance in Tuckman’s (1965) Group Life Cycle Model on an Individual-Level Basis

Troy B. Hall | 2015

Abstract

What leaders currently know about the topic of group cohesion and performance is a reflection of the literature as studied from a group-level basis. The literature has clearly asserted that group cohesion positively impacts group performance when the group is collectively studied. Greer (2012) noted individual-level analysis was needed to extend the literature on this topic. The current study serves two purposes. First, this study’s design supports research to examine the correlation between group cohesion and group performance in all stages of Tuckman’s (1965) group development model from an individual-level perspective. This view of group development, as seen from the individual’s perspective, provides leaders with valuable insight about the group life cycle at the point at which cohesion occurs. Providing leaders with the perspective of when and to what degree cohesion occurs within group development contributes to a leader’s ability to influence, motivate, and enable organizational success. Second, the study’s research design uses the Group Life Cycle Cohesion and Performance Questionnaire (GLCCPQ) created from the works of Carmeli and Waldman (2010), Dobbins and Zaccaro (1986), and D. Miller (2003). Employees of businesses associated with a southeastern U.S. metro Chamber of Commerce accessed the online GLCCPQ and provided data reflecting an individual-level perception used to examine the four study hypotheses. Using correlation analysis for each hypothesis, the expected results confirmed a positive correlation existed between the two variables (cohesion and performance) in the forming, storming, and performing stages of a group’s life cycle. The strongest correlation occurred in the forming stage, contradicting Tuckman’s findings. The lack of correlation within the norming stage data set was unexpected. The study’s conclusions contribute to leadership effectiveness in the areas of influence, motivation, and organizational success. The findings extend the literature, offering an individual-level perspective examining the correlation between group cohesion and group performance at each stage of the group life cycle and not of the group as a whole. Finally, this research design and the GLCCPQ survey offer a strong foundation to spur future research and discovery on this topic.

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Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model

Examining the Leader Development Process: The Development and Validation of a Leader Education and Development Model

Nicole Hawkins | 2015

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The premise of the study was to maximize the capacity of human capital and social capital relationships in organizational leaders through a multistage educational model. Traditional leader development efforts have tended to focus on the collective unit of leadership within an organization, that is, how leaders and followers interact for the greater good of the group or organization. The model suggested in this research encompasses individual leader development and interpersonal content. This research operationalized a framework for a multistage leader development model for developing individual leaders, maximizing leadership capacity, and gaining insight into the evolving process of leader development. The nascent literature of leader development theory and the multidimensional and ever-evolving construct of leader development was also examined. Utilizing Kegan’s (1980) framework of constructive-developmental theory as validated by McCauley, Drath, Palus, O’Conner, and Baker (2006), the current research operationalized Day, Fleenor, Atwater, Sturm, and McKee (2014) identified content areas for leader development (the dimensions of intrapersonal and interpersonal development) into an applicable model that can be utilized to guide leader development in organizations. A mixed-method approach was utilized to determine validity of the proposed model by conducting a single data collection from two groups (identified as subject matter experts and practitioners). The first group involved a qualitative process by interviewing five subject matter experts. The second data group consisted of 57 practitioners from industry and academia who participated via a quantitative survey. Findings indicate support of the suggested model and the emergence of the evolved leadership capital development model.

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An Examination of the Role of Spirituality in the Development of the Moral Component of Authentic Leadership through a Sociorhetorical Analysis of Paul

An Examination of the Role of Spirituality in the Development of the Moral Component of Authentic Leadership through a Sociorhetorical Analysis of Paul’s Letter to Titus

Joshua D. Henson | 2015

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This study examined the role of spirituality in the moral development component of authentic leadership in comparison to leadership principles found in the Epistle to Titus. The study of moral development was drawn from the literature on authentic leadership theory, spiritual leadership theory, and preexisting frameworks of moral agency, self-concept, and the stages of moral development. The exegetical process followed the methodology of sociorhetorical analysis and was interpreted for the moral, ethical, and leadership principles found in the pericope. The study yielded five themes of leadership from which 10 principles of leadership were discovered as found in Paul’s letter to Titus. It was found that the principles in Titus generally support the literature on the moral development component of authentic leadership theory. In the case when there were differences, it was found that principles of Titus expand and elevate the standards found in the literature. The study concluded that there is an intimate relationship between sacred and secular contexts such that the moral and ethical standards of the Christian community engage the moral standards of a given social and cultural context and reconfigures them in light of the gospel of Jesus Christ. The 10 core values of ethical behavior discovered in Titus were compared to the constructs of authentic leadership theory, spiritual leadership theory, and the core values of spirituality, and they were found to transcend each construct. The study created a framework for the future study of the core values of morality and ethics in multiple constructs: biblical, secular, and sacred.

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On Developing a Deeper Understanding of Authentic Leadership: Interpreting Matthew 3:11-5:48

On Developing a Deeper Understanding of Authentic Leadership: Interpreting Matthew 3:11-5:48—Using Intertexture Analysis and Social and Cultural Texture Analysis

Stephen L. Kalaluhi | 2015

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This inductive, qualitative research study explore the construct of authentic leadership within the context of organizational leadership as demonstrated within the Matthew 3:11 – 5:48 pericope. Using the Matthew 3:11 – 5:48 pericope as a foundation for authentic leadership, this study seeks to answer the following research question: How does the pericope within the Christian sacred text that describes Jesus’ baptism, temptations, subsequent start of ministry, and initial teachings as found in Matthew 3:11 – 5:48 contribute to our current understanding of how organizational outcomes are affected by leader morality when applied from within the intrapersonal, interpersonal, developmental, and pragmatic perspectives of authentic leadership? This research followed the exegetical foundation as described by Robbins (1996a, 1996b), and focused primarily on the frameworks associated with intertexture analysis and social and cultural texture analysis. Nine themes emerged from the data, suggesting the authenticity of Jesus was further enhanced through the intrapersonal perspective, the interpersonal perspective, the developmental perspective, and the pragmatic perspective. Specifically, the nine themes identified the following aspects of authentic leadership: (a) use of traditions, regulations, and pre-existing laws, (b) recitation of traditions, regulations, and pre-existing laws, (c) reconfiguration of traditions, regulations, and pre-existing laws, (d) use of reference, allusion, and echo to build authenticity as a leader, (e) use of social knowledge and its use in establishing authenticity, (f) use of reformist discourse to emphasize different authentic leadership approaches, (g) the concept of ascribed honor and its importance to authentic leaders, (h) the concept of challenge-response and its use in authentic leadership, and (i) the concept of purity and its role in authentic leadership. A discussion about the research findings and their implications to the contemporary organizational leadership context is included. This research also addresses the limitations of this study, as well as provides guidelines pertaining to possible future research related to the topic of authentic leadership studied from within a Christian worldview.

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Hope: Exploring Nonprofit Leaders Generating Hope in Followers

Hope: Exploring Nonprofit Leaders Generating Hope in Followers

Robert S. Zarges, Jr. | 2016

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Leadership theories have included the construct of hope for many years (Helland & Winston, 2005). Luthans and Avolio (2003) asserted, “The force multiplier throughout history has often been attributed to the leader’s ability to generate hope” (p. 253). The current study examined how executive directors in the nonprofit sector describe the experience of generating hope in their followers. A qualitative phenomenological study was conducted to develop a composite description of generating hope from participants who have experienced the phenomenon. This study included a review of the theoretical literature that generated the interview questions. Additionally, this study includes a discussion of the qualitative design rationale for data collection and analysis. Six executive directors were interviewed; the key finding was that hope generation rests in quality relationship with followers characterized by teamwork, motivation, modeling, trust, and transparency and includes investing in follower professional development as an external resource through skill building and emotional support that results in personal and professional goal setting and achievement and, ultimately, organizational mission fulfillment. In the conclusion is a discussion of the limitations to this study and recommendations for further research.

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Breaking Through the Mental Barriers of an Entrepreneur

Breaking Through the Mental Barriers of an Entrepreneur

Susan E. Anderson | 2015

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The diversity in entrepreneurial activity has been shown in literature to represent a complex set of knowledge, resources, and skills yet also has been shown to prevent scholars from finding the universal chords intrinsic to becoming a successful entrepreneur. This dissertation specifically looks at the mental barriers faced by entrepreneurs through a qualitative, phenomenological design, employing interviews to collect data from the perspective of people’s experiences. The study explores the question: What breaks through the mental barriers of an entrepreneur? Expanding on the distinction made in this exploration that there is a difference between internal factors and the placement of external influences related to the process required for breaking through Chopra’s (1999) mental barriers of (a) getting past one’s initial reaction and (b) creating a desired change, this exploration confirmed that a mental barrier breakthrough is possible only by those contenders to a process to be completed. The findings further articulate that depending on one’s willingness and specific path taken, results will reflect either long- or short-term benefits. These findings provide a significant contribution in understanding those areas to develop in regard to one’s ability to break through these mental barriers and where future research may be most beneficial. This dissertation also provides a way for these developments to be articulated into a practical application. Learning the process for breaking through mental barriers takes time and requires exploration, experience, and knowing what to remove or avoid when seeking a clear vision to assess an idea, situation, or obstacle. Future research considerations are also provided.

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Understanding Servant Leadership as a Phenomenon Through the Lived Experiences of Leaders of Private Organizations and NGOs in Ibadan and Lagos in Southwest Nigeria: A Qualitative Study Using Q-Sorts

Understanding Servant Leadership as a Phenomenon Through the Lived Experiences of Leaders of Private Organizations and NGOs in Ibadan and Lagos in Southwest Nigeria: A Qualitative Study Using Q-Sorts

Olofunmilayo O. Akinyele | 2015

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This study examines the phenomenon of servant leadership in the Nigerian context. It sought to understand the phenomenon from the lived experiences of leaders of nongovernmental organizations (NGOs) and private organizations in Ibadan and Lagos in the Southwest region, particularly given the pre-Colonial legacy in the Ibadan kingship-leadership structure. The study (a) discusses Nigeria as the context for the study and (b) identifies and explains differences in pre-Colonial leadership styles of the Hausa, Igbo, and Yoruba ethnic communities as well as contemporary organizations in Nigeria and the challenges they face. The study uses the framework of Patterson’s (2003) servant leadership model, particularly service, vision, and humility which have been shown to be common descriptive elements of servant leaders (Hale & Fields, 2007; Ihenacho, 2011), and Hofstede’s (2001) cultural dimensions of (a) individualism vs. collectivism and (b) power distance. The researcher collected data by (a) interviewing senior executives, (b) examining relevant historical and leadership documents, and (c) keeping field notes and a reflective journal. The researcher then conducted a Q-sort. The data were analyzed using Schmolck and Atkinson’s (2000) PQMethod software, deriving three factors of (a) Ǫmǫluabi serving with collaboration and humility, (b) chief servant leading by example with humility and (c) passionate visionary humbly modeling the way through service. Implications for Nigeria, leadership theory and practice, and recommendations for future research are discussed.

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Emotional Intelligence, Leader-Member Exchange, Job Stress, and Job Satisfaction: A Study of Practicing Attorneys

Emotional Intelligence, Leader-Member Exchange, Job Stress, and Job Satisfaction: A Study of Practicing Attorneys

Oral Beason | 2015

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Some levels of job stress result in productivity, ingenuity, and satisfaction. However, as job stress increases, job satisfaction tends to decline and compromise work results. Internal individual differences and external contextual factors may buffer the effects of negative aspects of stress. This study investigated the buffering effects of emotional intelligence (EI) and leader-member exchange (LMX) on the relationship between job stress and job satisfaction. A structured survey questionnaire was used to gather data from 214 attorneys licensed in the State of Florida. The study investigated whether the results of moderated multiple regression analysis of the collected data would show that the interaction of EI and job stress would have buffered the relationship between job stress and job satisfaction. Similarly, the study investigated whether the results of moderated multiple regression analysis of the collected data would also show that the interaction LMX and job stress would have buffered the relationship between job stress and job satisfaction. However, the results of the study did not support a finding of moderating effects on the independent variable and dependent variable relationship. Analysis of the data revealed that EI and LMX had a mediating effect on the independent variable and dependent variable relationship of the participants. Implications of the study on job stress theories of practice, research methodologies, conceptual limitations, and suggested directions for future research are also discussed.

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Servant Leadership and Organizational Citizenship: A Moderated Mediation Model of Perceived Leader Effectiveness and Exchange Ideology in Rwanda

Servant Leadership and Organizational Citizenship: A Moderated Mediation Model of Perceived Leader Effectiveness and Exchange Ideology in Rwanda

Timothy Brubaker | 2015

Abstract

What effects do reciprocity expectations have on the relationship between servant leadership and organizational citizenship? The present study proposed and tested a moderated mediation model of the effects of servant leadership on two types of organizational citizenship behaviors (altruism and courtesy). First, the study hypothesized that perceived leader effectiveness mediates the relationship between servant leadership and these two types of organizational citizenship (H₁). The study further hypothesized that employee exchange ideology moderates the indirect effects of perceived leader effectiveness in each of these models (H₂). Three theoretical trajectories explain the proposed relationships between study variables: social learning theory (Bandura, 1977), cognitive categorization theory (Rosch, 1975), and reciprocity/clientelism (Gouldner, 1960; Landé, 1977). Adult Rwandans working in nongovernment settings comprise the sample for this study. Data collection yielded 194 usable responses (N = 194) which were analyzed based on study hypotheses. Data analysis showed adequate support for the full mediation effects of perceived leader effectiveness on the relationship between servant leadership and both forms of organizational citizenship. However, concerning the moderating effects of exchange ideology in the mediation models, analysis demonstrated that exchange ideology only moderated the mediation model with respect to courtesy and not altruism. The presentation concludes with a discussion of theoretical and practical implications along with suggestions for future research. This study makes an important contribution to leadership theory by better understanding the nature of leader-follower relationships in Africa and the importance of reciprocity in these relationships.

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Exploring the Differences of Faith Manifestations and Entrepreneurial Orientations of Catholics and Protestants

Exploring the Differences of Faith Manifestations and Entrepreneurial Orientations of Catholics and Protestants

David W. Bryant | 2015

Abstract

There is a dearth of quantitative research that considers the integration of Christian faith and entrepreneurship. Accordingly, the purpose of this study was to explore the differences of faith manifestations and entrepreneurial orientations of Catholics and Protestants at work. Based on the foundational relationships of sacred scripture, sacred tradition, and natural law, Catholics embrace a social magisterium that makes them unique not only among other religions but also within the Christian faith. If Catholics are different from Protestants, there should be observable differences in faith manifestations and entrepreneurial behaviors for Catholics and Protestants at work. Utilizing The Integration Box and the Individual Entrepreneurial Orientation instruments, no statistically significant differences for Catholics and Protestants were found. The theoretical implications of this research reveal that the hypothesized Catholic versus Protestant relationship at work may be a false dilemma. From a Catholic perspective, the practical implications of this research reiterate the need for radical Catholic reeducation of the tenets present in Catholic social teaching. Directions for future research are presented.

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