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The Relationship With the Leaders Impacting the Desire of the Hmong Congregants to Leave Their Church in St. Paul, Minnesota: A Qualitative Phenomenological Research Study

The Relationship With the Leaders Impacting the Desire of the Hmong Congregants to Leave Their Church in St. Paul, Minnesota: A Qualitative Phenomenological Research Study

Paseuth Vang | 2025

Abstract

This qualitative study explored the relationship between leaders and the desire of Hmong Christians to leave their church in St. Paul, Minnesota. This analysis investigated this issue using leader-member exchange (LMX) in the local church context to determine the factors that lead to high- or low-quality exchange relationships within the local church. The study was conducted by asking 10 participants semistructured questions to determine if they will be associated with a common problem. Participants were chosen based on the following criteria: previous Hmong Christians who have quit and moved to other churches and young adults residing in St. Paul, Minnesota. The interviews were conducted in person, recorded on Zoom, transcribed, coded, and analyzed to discover the main themes. They comprised descriptive codes from the data. The descriptive codes are discussed, as well as how the responses to the interview questions support the scholarly and practitioner literature, enriching the conceptual theories with current nuances of the leaders and followers within the churches in St. Paul, Minnesota. This research aimed to provide findings that will help Hmong Christians and their leaders grow together and build a deeper understanding.

Keywords: leadership, Hmong Christian followers, leader-member exchange, high- and low-quality relationships, Hmong Baptist church

Toxic Leadership and the Spiral of Silence

Toxic Leadership and the Spiral of Silence

Bridget Kiana Woodberry | 2025

Abstract

In this qualitative phenomenological study, I explored the impact of toxic leadership on the spiral of silence among employees, seeking to understand how toxic leaders impact employees who have lived experiences working with them. Drawing on Noelle-Neumann’s (1974) spiral of silence theory, I investigated how toxic leaders’ behaviors, such as micromanagement, manipulation, and emotional abuse, foster organizational climates of fear and intimidation, leading employees to withhold their opinions and disengage. During the data collection process, I conducted in-depth interviews with six participants who self-identified as having experienced toxic leadership behaviors. The aforementioned interviews gave a detailed look into the participants’ experiences while working with toxic leaders. The findings showed that toxic leadership affects employees’ psychological and emotional well-being, resulting in anxiety, depression, and defensive silence. Participants reported fear of social exclusion and retaliation, contributing to job dissatisfaction and decreased performance. Key themes identified were conduct unbecoming of a leader, negative health outcomes, and oppressive leadership behaviors, which collectively illustrate the negative effects of toxic leadership. Furthermore, the research highlights the emotional stress and physical symptoms that employees experienced, such as headaches and stomach cramps, showing the impact on employee well-being. This study fills a gap in existing literature and provides insight to assist practitioners in developing strategies to prevent the negative impacts of toxic leadership. Fostering organizational climates that prioritize employee well-being, implement open communication policies, and empower employees can help practitioners mitigate the adverse effects of toxic leadership.

Keywords: Destructive Leadership, Employee well-being, Job Dissatisfaction, Organizational Leadership, Spiral of Silence, Toxic Leadership

A Phenomenological Study of Leadership Preferences and Aspirations, Mental and Physical Wellbeing, and Diversity of Adult Working Members of Generation Z

A Phenomenological Study of Leadership Preferences and Aspirations, Mental and Physical Wellbeing, and Diversity of Adult Working Members of Generation Z

Jake Aguas | 2024

Abstract

The demographic composition of the workforce continues to change, and more generational cohorts are working together than ever before. Generation Z is a developing generation, and its adult working members (22-27 years of age) are establishing their career trajectories. The generational group has faced a unique grouping of lived experiences that have shaped its perception of leadership, mental and physical wellbeing, and diversity in the workplace. The COVID-19 pandemic, the rise of social media, the presidential elections, technology, and the Great Recession of 2008 have influenced Generation Z’s worldview. This phenomenological study aimed to identify the key leadership preferences, leadership aspirations, and perceptions of leadership support for mental and physical wellbeing and diversity in the workplace among adult working members of Generation Z. Based on a qualitative research design, analysis, and theming of 16 one-on-one interviews, the study found that Generation Z preferred and aspired to practice leadership qualities, attributes, and behaviors categorized into three distinct genres: relationship-focused, character-driven, and action-oriented. The study posited that adult working members of Generation Z valued leadership that supported mental and physical wellbeing through healthy work–life balance, empathy, and flexibility. Generation Z sought leadership that shared its vision of a workplace rich in diversity of thought, race and ethnicity, personality dimensions, knowledge, skills, and abilities. Inspiring Generation Z via an authentic and supportive leadership praxis provided organizations with a competitive advantage in an increasingly complex workplace landscape and produced benefits that increased employee morale, retention, performance, creativity and innovation, and reduced employee turnover and intergenerational conflict.

Identifying Hiring Selection Bias in the Human Resource Management Process: The Generation Z Candidate

Identifying Hiring Selection Bias in the Human Resource Management Process: The Generation Z Candidate

Gladys Mayota Monroe | 2025

Abstract

The research found that perceived generational differences affect the hiring process through mentorship. Behavioral leadership attributes exemplify personality traits congruent with influence and position that exert “expertise in skill and referent” interaction with their followers, gaining trust within the organizational culture as an essential resource of information and support with integrity (Yukl & Gardner, 2020, pp. 403-407). Exemplifying behavioral leadership characteristics within a hierarchical educational system (e.g., superintendent, administrator, principal, teacher, student) as the context of this study incorporates governmental policies (e.g., federal, state, and local) set in a diversified environment where the effectiveness of implicit leadership influence (e.g., Pygmalion effect) through academic progression and exemplified in their students suggest implied empowerment to learn from their teachers (e.g., mentorship—implicit leadership theory; Budin, 2024; Hasegawa, 2003; Yukl & Gardner, 2020). The literature supports the need and purpose of a qualitative exploratory, descriptive single case study to identify behavioral and leadership traits through the human resource hiring process by researching the approach to human resource professionals’ selection hiring decisions with minimal bias for the best qualified applicant for the position available within the organizational structure.

Keywords: communication, generation, mentorship, qualitative, teacher

The Spiral of Silence, Employee Silence, and Courageous Followership in the Military Context

The Spiral of Silence, Employee Silence, and Courageous Followership in the Military Context

Ellen R. Noble | 2025

Abstract

How often have you seen something unsettling at work but been wary of saying anything about it, instead choosing silence? This study addressed the convergence of the concepts of the spiral of silence, employee silence, and courageous followership in the military context. The spiral of silence refers to a person’s reluctance to address a topic when they believe others disagree (Noelle-Neumann, 1974), and employee silence puts the need to speak up in the context of work (Beheshtifar et al., 2012; Ghias & Kazmi, 2022; Lee et al., 2014). Followership theory involves the interaction between followers and leaders. Against that backdrop, courageous followership qualities include a willingness to confront a leader or others who are in the wrong (Chaleff, 2009b). While silence and speaking up are at odds, the military context adds a dimension of obedience and following orders to the environment. Leaders have the power to encourage thoughtful debate or stifle dissent, and their actions can produce effects on an organization. Shin et al. (2022) called for research on individual expression of views in fields beyond social media and public opinion, and Zia-ur-Rehman et al. (2022) recommended further qualitative study of courageous followership. The spiral of silence, employee silence, and courageous followership are broad topics individually. Academic searches did not produce results that combined them and added the military context. Therefore, this qualitative phenomenological study answered two research questions: (a) What influences an Air Force officer to remain silent when the circumstances call for speaking up? and (b) What encourages the traits of courageous followership in these situations? The results indicated that difficult leaders, military structure, individual confidence levels, and potential consequences affected the participants’ willingness to speak up, while followers assessed their environment to determine the expected efficacy of exercising courageous followership by speaking up. Yet, some situations compelled participants to speak up, regardless of the potential consequences. Furthermore, followers would speak up if leaders encouraged it. Understanding the factors contributing to silence versus speaking up in the military context and beyond could help theorists and practitioners develop and encourage courageous followership behaviors.

Keywords: Courageous Followership, Employee Silence, Military Context, Speak Up, Spiral of Silence

A Study of Servant Leadership in the United States and Ghana

A Study of Servant Leadership in the United States and Ghana

George Kwaku Nti | 2025

Abstract

This research explored the unique expressions of servant leadership characteristics—altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship—among Pentecostal church leaders in the United States and Ghana. The study included 138 participants—65 from the United States and 73 from Ghana. Utilizing a quantitative methodology, data were collected through online surveys distributed to the subordinates of these leaders. The analysis employed the Mann-Whitney U test to assess differences in servant leadership characteristics between the two groups. The findings revealed significant cultural differences in altruistic calling and organizational stewardship, while emotional healing, wisdom, and persuasive mapping showed no notable variations. This research aimed to provide valuable insights for scholars and practitioners on the effective application of servant leadership principles to enhance the effectiveness of ministry. The dissertation concluded with the release of a comprehensive training manual titled “Embracing Servant Leadership: Evidence-Based Practices for Ministry Effectiveness,” designed to assist churches and organizations in training their leaders to improve leadership effectiveness and catalyze transformative change within their ministries.

Keywords: cross-cultural leadership, cultural influence on leadership, leadership in the United States versus Ghana, Mann-Whitney U test, Pentecostal church leadership, servant leadership

Leadership Concepts Among the Idoma People of Nigeria

Leadership Concepts Among the Idoma People of Nigeria

Ejugwu Alapa Omakwu | 2025

Abstract

This study explored leadership phenomena by examining the lived experiences of individuals within the Idoma culture. A qualitative methodology guided the inquiry using a phenomenological research design. Data collection included in-depth, semistructured interviews with a purposive sample of 10 participants all over the age of 50. Manual in vivo analysis provided insights into participants’ narratives. The analysis revealed six foundational themes of Idoma leadership: ethical integrity and personal character, humane and relational orientation, performance skills, decentralized power and participative processes, hierarchical paternalism, and gerontocracy. These themes supported an integrative definition of Idoma leadership as a layered and dynamic model. At the family and clan level, leadership reflects a hierarchical and paternalistic structure. In broader group settings, Idoma leadership integrates ethical integrity, relational inclusivity, participatory engagement, and gerontocratic values. The findings expanded the relevance of ethical, relational, and democratic leadership theories within African indigenous leadership philosophy. They also revealed nuanced constructs that move beyond the autocratic and paternalistic theories found in earlier research. These insights emphasize the need for continued exploration of indigenous African leadership frameworks.

Keywords: autocratic leadership, ethical leadership, gerontocracy, Idoma leadership, participative/democratic leadership, paternal leadership, relational leadership.

How The Implementation of Design Thinking Improves Art Gallery Entrepreneurial Leadership

How The Implementation of Design Thinking Improves Art Gallery Entrepreneurial Leadership

Kevin Plummer | 2025

Abstract

The basis of this qualitative study was to determine how implementing design thinking (DT) methodology improves art gallery leadership in the District of Columbia, Maryland, or Virginia (DMV). How does DT methodology affect art gallery organizational leadership? Considering the need for more innovation, leadership in art galleries has become increasingly problematic. The study was conducted via in-person interviews with 15 participants: nine from Generation X, four from Generation Y, and two from Generation Z. All participants were nonindigenous North Americans employed as contemporary art gallery leaders in DMV. The analysis of the 54 themes offered valuable insights into the operational dynamics and strategic planning essential for contemporary art galleries, spotlighting the critical need to understand and engage with customers effectively. A core focus of these themes is the implementation of active engagement practices, which emphasize the importance of welcoming visitors’ personal experiences and fostering empowerment by building strong connections with the audience. The themes of understanding customers, data-driven insights, and community engagement are also vital for entrepreneurship, especially in startups, small and microbusinesses, and boutique industries. Galleries that leverage data-driven insights not only deepen their understanding of visitor preferences but also enhance the overall visitor experience. Cultural relevance is prioritized by adapting to visitor diversity; fostering communication; and focusing on risk management, strategic planning, and community engagement to enhance reputation and ensure impact.

Keywords: art galleries, data-driven insights, design thinking, entrepreneurship startups, innovation implementation, understanding customers

Cross-Sector Strategies in Diverse Organizations for Leadership Succession Practices

Cross-Sector Strategies in Diverse Organizations for Leadership Succession Practices

Alan G. Porter | 2025

Abstract

A lack of knowledge within the existing scholarship regarding leadership practices that cross-sector African American Pentecostal senior pastoral leaders employ to ensure succession in their organizations was examined through a qualitative descriptive research design. This study analyzed the cultural variables, religious factors, and strategies that impact African American Pentecostal senior pastors as the stakeholders develop volitional succession plans. The theory of administrative succession also guided the study. The researcher recruited a sample of eight African American Pentecostal senior pastors who participated in semistructured interviews. The data collected from these interviews were thematically analyzed using Braun and Clarke’s (2023) six-step analysis process for thematic analysis and assisted by NVivo Version 12 qualitative data analysis software. The analysis extracted themes that were clustered and addressed the research questions. The first research question was addressed by themes clustered across spiritual, cultural, relational, and practical dimensions of succession planning. The findings suggest that succession planning among African American Pentecostal senior leaders should incorporate governance through the complex interplay of spiritual discernment, cultural legacy, relational loyalty, and organizational foresight. The findings also established themes consistent with leadership transitions in the African American Pentecostal tradition shaped by a combination of spiritual convictions, cultural legacy, strategic preparation, and relational sensitivity. The findings revealed that succession planning in the African American Pentecostal tradition encompasses administrative, theological, cultural, emotional, and strategic aspects. Leaders who prioritize trust, spiritual alignment, planning, and emotional maturity create the conditions necessary for effective leadership transition and the sustained health of their ministries. The findings overall contribute to an expansion of the existing literature, providing valuable insights for African American Pentecostal pastors to enhance future leadership succession.

Keywords: succession planning, African American Pentecostal, leadership Cross-Sector Strategies in Diverse Organizations

The Development of an Instrument for the Measurement of Ambidextrous Followership

The Development of an Instrument for the Measurement of Ambidextrous Followership

Keith Rogers | 2025

Abstract

Ambidextrous followership involves an individual follower’s adoption of structural, situational, and strategic adaptive flexibility to balance exploitative and explorative behaviors under pressure to innovate. This study represents an effort to test the validity and reliability of the Ambidextrous Followership Scale, an instrument developed to measure follower ambidexterity. After demonstrating the profound need for greater understanding and appreciation of ambidexterity as a function of followership in innovative industries, this study reviewed significant contributions to the fields of ambidexterity and followership research. Then, honoring DeVellis’s (2017) recommendations for instrument development, the Ambidextrous Followership Scale was developed, its validity tested, and its efficacy and efficiency strengthened through revision. Implications of the study’s findings are noted, and recommendations for further research are offered.

Keywords: adaptive, ambidexterity, innovation, situational, strategic, structural