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Exploring The Influence of Bioethical Committees on Ethical Decisionmaking: A Phenomenological Study

Exploring The Influence of Bioethical Committees on Ethical Decisionmaking: A Phenomenological Study

Elizabeth M Cooper-Reelhorn | 2025

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Bioethics is an evolving and complex field that requires a dynamic leadership approach to face the ethical dilemmas in scientific research. While bioethics committees are crucial in guiding ethical decision making, limited research examines the specific outcomes of participation in these committees. Bioethics committees are multidisciplinary, bringing together leaders from diverse fields to collaborate and influence ethical governance. This study explored the intersection of leadership and decision making in bioethics committees within private-sector life sciences, biology, and health organizations. Using a phenomenological qualitative approach, semistructured interviews were conducted with 12 bioethics committee members to examine their decision-making processes, challenges, and leadership strategies. The analysis identified three key theoretical constructs—dynamic conformity, signal amplification and attenuation, and distributed ethical leadership—along with 13 related themes. Findings indicate that groupthink and signaling influence decision making within bioethics committees. This study addresses a critical research gap by providing a comprehensive understanding of leadership dynamics within bioethical committees. The findings offer practical insights to nonprofit organizations, health care institutions, and academic research communities, enhancing their ability to effectively interpret and apply ethical committee recommendations. The research contributes to the evolving discourse on ethical leadership, offering a nuanced perspective on collaborative decision-making in bioethics.

Keywords: Bioethics decision making, Ethical dilemmas, Groupthink, Leadership, Multidisciplinary teams, Signaling

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Case Study: Secondary Leadership of Pastors

Case Study: Secondary Leadership of Pastors’ Wives

Dionnie DeWitt | 2025

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This study aims to answer the research questions of how preachers’ wives, who have accepted their calling into ministry, experience and handle challenges and exercise strategies in their leadership within the church. The study revealed severe challenges that make it difficult for women to access copastor leadership or pastor roles within church establishments. These stem from patriarchal perceptions of gender, socially constructed male chauvinism, and biblical hermeneutics that give scant regard to women’s authority. The participants described denial from the congregation and minimal support from male peers as religious roots of institutional misogyny is revealed in the church. The study also relates to the battle in the pastors’ wives’ hearts: the desire, doubt, and confusion about societal expectations and the double call of both the home and the church. As exemplified in this case, most women in leadership and are ascending to a pastor position must have enough direction, influence, or training. Nevertheless, the study ascertained that most women are strong willed, religious, and praying. They get support from groups established within the community to enable them to deal with leadership issues. Therefore, the study provides insights and contributes to knowledge on gender, religion, and leadership, which helps advance initiatives to promote gender-sensitive and equitable leadership within religious institutions. Last, the research outlines the measures that may be implemented by church leaders so that the church is more inclusive of women in leadership, including reviewing the church’s policy on leadership and creating leadership development programs for female leadership. This paper shows how faith, hope, and charity enable pastors’ wives to surmount odds and discharge their biblical functions.

Keywords: Biblical Context, Church, Community, Gender, Preachers’ Wives, Women

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Authentic Leadership: A Study Exploring the Relationship Between Authentic Leadership and Learning Agility

Authentic Leadership: A Study Exploring the Relationship Between Authentic Leadership and Learning Agility

Cindy-Lou Drummond | 2025

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This study explored the relationship between authentic leadership and learning agility. A global crisis prevails in the 21st century and is described as an environment of volatility, uncertainty, complexity, and ambiguity (VUCA). This environment permeates all aspects of life and has left people untrusting and disillusioned. Scholars and practitioners see this atmosphere as a clarion call for leadership that demonstrates integrity and the ability to navigate the unknown. Leaders must develop these positive traits and attributes, which are not generally innate. Scholarly research has suggested that authentic leadership is the root of positive leadership and that the development of leadership results from a willingness to learn and to learn from experience. However, there is little research on the relationship between authentic leadership development and learning agility. Using two surveys (Authentic Leadership Questionnaire and Burke Learning Agility Inventory), this study was presented to a representative sample of adult leaders to address this lack of research. The results were analyzed using correlation analysis and indicated a positive association of the authentic leadership variables and the learning agility variables. The study’s results allow further research engagement between authentic leadership, authentic leadership development, and learning agility. While learning agility is critical to leadership development, explicitly focusing on authentic leadership development will have practical application in a VUCA environment.

Keywords: authentic leadership, learning agility, VUCA

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