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Qualitative Research Bounded Case Study: How Does a Sense of Belonging Shape the Perspective of Women, Minorities, and LGBTQ+ Employees Regarding Diversity, Equity, and Inclusion in Corporate Culture?

Qualitative Research Bounded Case Study: How Does a Sense of Belonging Shape the Perspective of Women, Minorities, and LGBTQ+ Employees Regarding Diversity, Equity, and Inclusion in Corporate Culture?

Anthony L Spann | 2025

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This qualitative bounded case study focused on corporate culture leadership, sense of belonging, diversity, equity, and inclusion based on first-hand accounts from historically marginalized groups, such as women, minorities, and LGBTQ+ employees. The method used to collect and analyze the data is based on one-to-one audio-recorded interviews of purposeful participants who provided salient details and descriptions of their perspectives relative to the question: How does a sense of belonging shape the perspective of women, minorities, and LGBTQ+ employees regarding diversity, equity, and inclusion (DEI) in corporate culture? In vivo coding allows the data to be collected verbatim to ensure its originality, accuracy, and authenticity. Leadership plays a vital role in creating the corporate culture with either congruency or discrepancy with the intent of DEI initiatives and programs designed to create opportunity for all employees in a fair, balanced, and equitable manner, regardless of gender, race, or sexual orientation. The research showed how beneficial and challenging DEI implementation, cultivation, and sustainability can be based on leadership’s level of support and commitment to its core values and corporate performance objectives. The study also showed from a Christian leadership perspective that sense of belonging, as it relates to DEI, is the essence of how God designed humanity to “love thy neighbor,” and He commanded us to interrelate with one another within the tapestry of DEI without marginalization, discrimination, persecution, or condemnation.

Keywords: belonging, diversity, equity, inclusion, leadership, organizational culture

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The Influence of Moral Potency to Deviant Workplace Behaviors While Controlling for Generational Affiliation

The Influence of Moral Potency to Deviant Workplace Behaviors While Controlling for Generational Affiliation

Demetry Phanis Spiropoulos | 2025

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Leaders and followers make ethical judgments based on personal moral beliefs in dynamic organizations. However, when ethical codes contradict moral beliefs, individuals may succumb to organizational and individual deviant workplace behaviors (George & Gergen, 2015). The study conducted a hierarchical regression analysis to assess the predictability of moral courage, ownership, and efficacy for interpersonal and organizational deviance while controlling generational cohorts. A stratified cross-sectional survey screened for full-time, small business employees within the United States. Two hundred five valid responses were collected consisting of 109 participants for Generational Cohort 1 and 96 participants for Generational Cohort 2. Hypotheses were assessed for model fit (R2) and directionality of fit (β) using a 95% confidence interval (p value ≤ 0.05). Independent t tests were performed to confirm the null hypothesis that the mean scores between the groups were not significantly different μ1= μ2 at 95% confidence intervals. The findings were not significant for moral courage, ownership, or efficacy’s ability to predict interpersonal deviance but were significant for moral efficacy’s ability to predict organizational deviance while controlling for generational cohorts. The findings suggest that demographic control variables, along with moral courage, ownership, and efficacy, are weak predictors for interpersonal and organizational deviance. Additionally, right-skewed means for interpersonal and organizational deviation may have been influenced by participants’ social desirability bias and the use of formative and reflective instruments. Future research should compare and contrast the predictability of moral potency in workplace deviance between organizational structures and cultures of small, medium, and large corporations.

Keywords: Data Transformation, Followership, Leadership, Linear Regression, Organizational Theory

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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

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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

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Toxic Leadership and the Spiral of Silence

Toxic Leadership and the Spiral of Silence

Bridget Kiana Woodberry | 2025

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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

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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

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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.

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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

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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

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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

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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

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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

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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

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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.

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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

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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

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