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The Role of Learner Autonomy in Avoiding Leader Derailment

The Role of Learner Autonomy in Avoiding Leader Derailment

Wayne R. Sass | 2016

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The purpose of this research study was to explore whether or not a significant correlation exists between learner autonomy and leader reserved behavior. Through this correlational study, I examined the relationship between learner autonomy and leader reserved behavior to determine if higher levels of learner autonomy may be associated with lower levels of reserved behavior in leaders and, therefore, lower risk of leader derailment. I reviewed the autonomous learning and leader derailment literature and posed the question: Is there a correlation between learner autonomy and leader reserved behavior? Additionally, from the extant literature, I synthesized a composite illustration, the Sass model, to more fully explicate the development of behavioral intentions toward autonomous learning. I presented the variables of interest, learner autonomy and reserved behavior, along with the instruments used to measure them: the Learner Autonomy Profile-Short Form (LAP-SF) and the Hogan Development Survey (HDS). While, to date, no other researchers have explicitly investigated a correlation between learner autonomy and leader reserved behavior, prior research in the two fields has provided a plausible theoretical basis for the hypothesis that there is a significant, negative correlation between total LAP-SF scores and HDS Reserved scale scores. This self-reporting, cross-sectional, survey-based correlational study utilized a complete sample of managers employed by four firms that comprise a major U.S. healthcare organization’s southern California region. I analyzed the collected data using Pearson product-moment correlation coefficient (Pearson r). The data supported my hypothesis, revealing a statistically significant, moderate, negative correlation between the two variables of interest. An analysis of the data also revealed additional significant associations between learner autonomy and several potentially derailing leader behaviors. This study made important, original contributions to the quantitative-based literature and bodies of knowledge of two fields—autonomous learning and leader derailment—by discovering new, previously unknown, significant correlations. I make recommendations for future research to ascertain causality.

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The Impact of Leadership Styles on Employee Entrepreneurial Orientation and Innovative Behavior: A Comparative Analysis of American and Indian Immigrant Entrepreneurs

The Impact of Leadership Styles on Employee Entrepreneurial Orientation and Innovative Behavior: A Comparative Analysis of American and Indian Immigrant Entrepreneurs

Raushan Gross | 2016

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There is a dearth of literature on leadership styles’ effect on innovative behavior and entrepreneurial orientation within the context of American and Indian immigrant firms. This study fills the gaps in the literature with focus on the leadership styles’ impact on American and Indian immigrant employees employed in small- and medium-sized firms. Theses styles have been understudied regarding the impact germane to employee behavior, despite the current rise in American entrepreneurial firms and the recent spike in Indian immigrant entrepreneurial venture firms operated in the United States. The quantitative research design made it possible to garner a rich amount of data, collected from both American and Indian immigrant firms located in the Research Triangle Park area. The firms in which the samples were drawn represented industries that include technology, sales, grocers, hospitality, and finance. The total overall sample size was 321. The American sample respondent size was 161, and Indian immigrant sample size was 160. These data were analyzed with hierarchical regression analysis and multivariate analysis of variance. After analyzing and testing the hypotheses, results showed there are statistical significant differences in leadership styles between American and Indian immigrant entrepreneurial leaders. The results indicate that transformational leadership style has a statistical significant positive impact on innovative behavior in the context of an Indian immigrant firm; transactional leadership style had a statistical significant positive impact on innovative behavior in American firms and a statistically significant positive impact on entrepreneurial orientation in Indian immigrant firms. The study findings reflect the importance of leadership styles and the impact they have on employee behavior in the workplace. Ingenuity, idea creation, and idea implementation in the workplace play a large part in remaining competitive. Risk taking and proactiveness are behaviors that enable employees to harness future-orientated opportunities for the firm. Therefore, transformational and transactional styles are positively related to increasing employees’ innovative and entrepreneurial behaviors.

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The Relationship Between Managers

The Relationship Between Managers’ Cognitive Style and Leadership Type as Moderated by Organizational Culture

Alireza Hejazi | 2016

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This study explored the relationship between a manager’s cognitive style and his or her leadership type as moderated by organizational culture through the perception of his or her subordinates. The manager’s cognitive style was the independent variable, the manager’s leadership type was the dependent variable, and the organizational cultural orientation of unit was the moderator variable. The members of LinkedIn social network and the Association of Professional Futurists listserv who were working under a manager at least for three years shaped the population of this study of which 140 subordinates made the sample through snowball sampling method. Quinn and Cameron’s (1983) competing values framework (CVF) formed the theoretical foundation of this study. Its associated measures at the individual and organizational levels of analysis generate 12 leadership types functioning within four orientations: create, compete, collaborate, and control. Kirton’s (1976) Adaption–Innovation Inventory measured managers’ cognitive style. Lawrence, Lenk, and Quinn’s (2009) Managerial Behavior Instrument measured managers’ leadership type. Quinn and Cameron’s Organizational Culture Assessment Instrument measured the organizational cultural orientation of the unit. This quantitative study applied a hierarchical multiple regression analysis method to test 24 hypotheses derived from the relationships between the independent, dependent, and moderator variables. The regression analyses supported more than one third of the hypotheses. While the adaptive cognitive style could be a predictor of competitor, producer, regulator, and monitor leadership types under the moderating effect of market and hierarchy organizational cultural orientations. The innovative cognitive style only could be a predictor of innovator leadership type in the adhocracy culture. The findings of this study contribute to the study of behavioral complexity in leadership by introducing a new paradigm in which the effectiveness of managers originates from the coordination between their cognitive style and leadership type.

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Kenotic Alterity: An Exegetical Study of the Ontological Essence of Leadership as the

Kenotic Alterity: An Exegetical Study of the Ontological Essence of Leadership as the “Death” of the Leader In Johannine, Pauline, and Petrine Scriptures

Dale T. Huffman | 2016

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Although previous studies have attributed empowerment and trust to a leader’s use of generalized reciprocity (Coyle-Shapiro, Kessler, & Purcell, 2004; Gouldner, 1960), this dissertation posited that the relational context flowing from a leader’s ontological acceptance of kenotic alterity may be identified in terms of generalized norms of reciprocity (i.e., low concern for equivalence of exchange, low concern for immediacy of reciprocation, and shared focus of interest rather than self-interest). This qualitative exegetical analysis of John 21, Colossians 3:3, and 1 Peter 4:1 (RSV) presented a biblical perspective on the essence or starting point of leadership in death, inability, and external locus of control resting in God. Based on an exegetical analysis of these passages, this study qualified the meaning of kenosis (exiting or emptying oneself formulated as death per exegesis) for the benefit of others (alterity) recognizing an external locus of control in the work of Christ, rather than internal self–control or self–constraint, or assumption of skill sets. The study explored the extent and function of the death analogy used in Johannine, Pauline, and Petrine Scriptures to describe kenotic alterity and suggested that resulting affective trust leads to generalized norms of reciprocity. Research presented here further suggested that Scripture’s thematic teaching of kenotic emptying using the objectionable figure of death is actually the essence of God-designed leadership.

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Examining Learning Antecedents to Entrepreneurial Success

Examining Learning Antecedents to Entrepreneurial Success

Joseph Daniel Johnson | 2016

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In an effort to improve entrepreneurial success outcomes in the United States, researchers have focused on examining variables that promote entrepreneurial activity. The challenge for practitioners is to determine variables that help improve entrepreneurial success. Although there is adequate research in the literature on relationships between variables that precede start-up activity, relatively few studies have investigated the role of entrepreneurial learning on entrepreneurial success. To address these gaps, the current study examined the empirical relationships between entrepreneurial instructional learning, entrepreneurial mentorship learning, entrepreneurial experiential learning, and the self-efficacy of entrepreneurial knowledge on start-up success, income improvement, and net worth improvement. With a cross-sectional sample of entrepreneurs in the United States, the study revealed that entrepreneurial mentorship learning and self-efficacy of entrepreneurial knowledge had a significant and positive relationship with start-up success, income improvement, and net worth improvement but only when examined prior to adding control variables. The study also found that the dimension of the highest level of specific business education achieved within the construct of instructional learning had a significant and positive relationship with income improvement and net worth improvement prior to control variables but not start-up success. Furthermore, the study also found that the dimension of years of start-up experience within the construct of entrepreneurial experiential learning had a significant and positive relationship with net worth improvement and income improvement prior to control variables but not start-up success. Theoretical and practical implications of these results are presented, and suggestions for future research are discussed.

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Enabling Disruption: Predicting Firms

Enabling Disruption: Predicting Firms’ Likeliness for Disruptive Success through Scale Development

Dustin Kelley | 2016

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Researchers operating within the field of innovation have continually revisited market exploitation beyond the assertions posed within traditional management theory by shifting theoretical and practical interests toward examining organizational refinement and redirection as a basis for competition. Within this context, disruptive innovation, as an innovation refinement approach, has produced paralyzing effects on competition by way of altering market identities. As the complex nature of innovative markets continues to grow, so too do educator and practitioner interests for further interpreting influences on strategic innovative proficiency. The concept of disrupting market conditions necessitates a paradigm shift from traditional technological focus toward examining innovations from a much larger business modeling perspective, requiring realignment of organizational key capacities. Under such assertions, this dissertation provides an analysis and validation of various organizational characteristics and their measured impact on the disruptiveness of innovations when applying toward disruption as a calculated growth strategy. A reductionist approach used within an ex post exhaustive examination of case evidence on disruptive innovation uncovered causal indicators and their respective compiled causes for possible representation of those characteristics pertaining to firms’ likeliness for disruptive innovation success. The disruptive innovation enabler instrument provided the empirical evidence for extending the literature by assigning a prescriptive response from the ex post findings. Specifically, the use of a U.S.-based development sample constructed from 659 founders of entrant firms currently considering themselves disruptive uncovered that (a) disassociation from systematic processes, (b) enhancement of managerial capacities, (c) autonomy for disruptive development and commercialization processes, (d) aligned value innovations, and (e) avoidance of entrenched perspectives, as enabling characteristics, contributed to the grandest degree for improving likeliness for disruptive innovation success.

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Influence of Leader Listening Competency on Follower Career Commitment and Leader

Influence of Leader Listening Competency on Follower Career Commitment and Leader–Follower Relationship in Public Education

Sandra Kay Kimmel | 2016

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Leadership and communication may be the most studied constructs in academic, political, and business contexts. While numerous aspects of these constructs and their effectiveness have been explored, little has been done to understand the implications of leader listening competency (LLC) as a significant component of leader style or behavior affecting follower outcomes. In fact, most leadership theories neglect LLC as a salient component of leadership (Avolio, Walumbwa, & Weber, 2009). Rooted in the theoretical underpinnings of leadership, communication, and career commitment, this study investigated the relationship between LLC and follower career commitment as mediated by the quality of the principal–teacher relationship (i.e., leader–member exchange [LMX]) in a K-12 public school context where teacher career commitment is a central issue (Ingersoll, 2001). Based on a cross-sectional sample of teachers in one rural county in a West Virginia public school district, this study revealed that LLC and the quality of the LMX are not significantly related to teacher commitment. However, the study did find significant and positive relationships between LLC and LMX and between LLC and two of the three control variables—leader task-oriented behaviors and leader relationship-oriented behaviors. The study proposes to advance leadership theory by adding to understanding of the significance of LLC on follower outcomes. Theoretical and practical implications of these results are presented, and suggestions for future research are discussed.

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Profiles of Entrepreneurs: Discriminant and Cluster Analyses of the Romans 12 Motivational Gifts and Locus of Control as Predictors of Entrepreneurs and a Canonical Analysis of the Romans 12 Motivational Gifts and IEO

Profiles of Entrepreneurs: Discriminant and Cluster Analyses of the Romans 12 Motivational Gifts and Locus of Control as Predictors of Entrepreneurs and a Canonical Analysis of the Romans 12 Motivational Gifts and IEO

Lydia R. Knopf | 2016

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The purpose of this quantitative exploratory research was to conduct discriminant and cluster analyses to see if the Romans 12 motivational gifts and locus of control (Brandstätter, 2011; Hansemark, 2003; J. R. Lumpkin, 1985; Mueller & Thomas, 2001; Rauch & Frese, 2007; Rotter, 1966) predict membership in the entrepreneurial member group and consequently discover the gift profiles of entrepreneurs (DellaVecchio & Winston, 2015; Pierce, 2015). Canonical correlation analysis was used to investigate relationships between the seven motivational gifts—perceiver, server, teacher, encourager, giver, ruler, and mercy—and the three dimensions of individual entrepreneurial orientation (IEO)—innovativeness, risk taking, and proactiveness (Bolton & Lane, 2012; D. W. Bryant, 2015). This investigator extended the scholarly work of DellaVecchio and Winston (2004, 2015), Earnhardt (2014), McPherson (2008), Pierce (2015), Tomlinson and Winston (2011), and Winston’s (2009) Romans 12 motivational gifts profiles; generalizability was ascertained. A random sample of 400 business leaders of all faith traditions from throughout the globe were sought to participate in an online survey comprised of validated scales from prior research—the Motivational Gift Test (DellaVecchio & Winston, 2015), the Brief Locus of Control instrument (J. R. Lumpkin, 1985), and the IEO instrument (Bolton & Lane, 2012). Scholars have indicated individuals with entrepreneurial orientation behaviors of innovativeness, risk taking, and proactiveness, as well as internal locus of control, embody an entrepreneurial human capital advantage not easily replicated; yet, no studies have been conducted to explore these connections (D. W. Bryant, 2015; Smith, 2011). All three hypotheses were supported, revealing all seven motivational gifts predicted those who were entrepreneurial and those who were not. Consequently, five distinct entrepreneurial gift mixes/profiles were established. Additionally, there were relationships of significance between the seven motivational gifts and the three IEO dimensions. Similar to Bosch’s (2013) research, this author provided practical implications for governmental and organizational leaders, business incubators, and academic institutions to foster greater entrepreneurial activity.

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A Phenomenological Study on Employee Tenure and Resistance to Organizational Change Initiatives

A Phenomenological Study on Employee Tenure and Resistance to Organizational Change Initiatives

Kory Kubiak | 2016

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The purpose of this study was to explore employee tenure and resistance to organizational change initiatives. Research has indicated that employees’ resistance to organizational change is abundant; however, further insight into the specific tenure of employees’ resistance to change is needed. In this qualitative phenomenological study design, I conducted interviews at two flagship organizations—Target and Wal-Mart—to better understand how specific employee tenure affects resistance to change. These interviews were conducted with eight participants in which saturation was achieved. I conducted four interviews with employees who had 1-5 years of service and four interviews with employees who had 10+ years of experience. After the interviews were finished, thematic text analysis began. Coding units emerged from the interview data. After the categorization of these codes, themes were developed. The findings revealed that short-tenured (1-5 years) employees are more adaptable to organizational change initiatives and have a positive comradery with their leaders. The findings also revealed that long-tenured (10+ years) employees are more resistant to organizational change initiatives and have a more negative comradery with their leaders. The results of this research contribute to the theoretical as well as practitioner literature on the phenomenon of resistance to organizational change. I examined and discussed the findings and proposed recommendations for future researchers.

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What Organizational Leaders May Learn From the Relationship Between Vocational Calling and Resilience

What Organizational Leaders May Learn From the Relationship Between Vocational Calling and Resilience

Juliana Melissa Lesher | 2016

Abstract

A quantitative study was conducted to study the relationship between vocational calling and resilience among the employees of a private healthcare system. With healthcare organizations impacted by high turnover rates of healthcare employees, studies that reveal why healthcare employees may be more resilient and more likely to remain committed to their profession are pertinent. Dik, Eldridge, Steger, and Duffy’s (2012) Calling and Vocation Questionnaire along with Wagnild and Young’s (1993) Resilience Scale were employed in this quantitative study. Hierarchical multiple regressions were used to test the first three hypotheses of how the presence of a transcendent summons, the presence of purposeful work, and the presence of a prosocial orientation within the organization may have a positive relationship to a greater sense of resilience for healthcare employees. Hierarchical multiple regressions were further exercised to test the last three hypotheses of how the search for a transcendent summons, the search for purposeful work, and the search for a prosocial orientation within the organization may have a negative relationship to resilience for healthcare employees.

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