Digitized by Kansas State University Libraries

LD2668 .T4 1954 M8 / Master of Science

Call number: LD2668 .T4 1928 W51

<p> Interdependent work, where men and women work together in groups, is becoming an increasingly common part of today&rsquo;s workplace. In these interdependent settings, gender is not just an attribute of an individual (target gender), but also an attribute of the group as a whole (group gender composition). Recent research suggests that, in these interdependent contexts, it is group gender composition, rather than a target&rsquo;s gender, that affects group members&rsquo; evaluations of their group-mates (West, Heilman, Gullett, Moss-Racusin, &amp; Magee, 2012). The current research is the first to explore when and why group gender composition influences intragroup evaluations. </p><p> Across three studies, I tested two hypotheses. First, I hypothesized that group gender composition would influence intragroup evaluations via one of two routes&mdash;either via the target&rsquo;s behavior or via the perceiver&rsquo;s biased evaluations of the target. My second hypothesis was that increasing the amount of outcome interdependence (i.e. the extent to which group members are rewarded based on the group&rsquo;s performance instead of their own individual performance) experienced by a group would improve evaluations in female relative to male dominant groups. Consistent with past research, I expected that under conditions of low outcome interdependence intragroup evaluations would be more negative in female dominant than male dominant groups. However, under conditions of high outcome interdependence, I argue that a task may appear more female gender-typed (i.e. emphasize traits typically associated with women, like cooperation), and as a result, the influence of group gender composition on intragroup evaluations should dissipate. </p><p> Findings suggest that group gender composition biases perceivers&rsquo; evaluations of their group-mates. In Studies 1 and 2, there was no evidence that target behavior mediated the relationship between group gender composition and intragroup evaluations; moreover, in Study 3, group gender composition influenced intragroup evaluations even when targets&rsquo; behavior was held constant. </p><p> Consistent with my second hypothesis, level of outcome interdependence moderated the relationship between group gender composition and intragroup evaluations. For Studies 1 and 3, I found the expected interaction between group gender composition and level of outcome interdependence. When groups experienced low outcome interdependence, members of male dominant groups evaluated each other more positively than members of female dominant groups. Results reversed under conditions of high outcome interdependence, such that members of female dominant groups evaluated each other more positively than members of male dominant groups, albeit not significantly so. However, there was no evidence that moderation by outcome interdependence was due to changes in the perceived gender type of the task. Findings from Study 3 suggest that participants who experienced conditions of high outcome interdependence did not believe that the task was more female gender-typed than participants who experienced conditions of low outcome interdependence. Moreover, other methods for making a task appear more female gender-typed (using female gender-typed materials and framing a task as requiring female gender-typed skills) did not moderate the relationship between group gender composition and intragroup evaluations. </p><p> Results from these studies are the first to provide insight into when and why gender composition affects intragroup evaluations in interdependent task groups. The current research suggests that it is possible to improve intragroup evaluations for female dominant groups, relative to male dominant groups, and reduce bias based on group gender composition by rewarding group members based on group rather than individual performance. Additionally, the current research suggests making a task appear more female gender-typed (e.g. using traditionally female materials) may not be effective at reducing gender bias in group contexts.</p>

<p> Business alliances in the form of Mergers and Acquisitions have increased exponentially in the last few decades. Previous studies have established leadership as a critical success factor for mergers and acquisitions. This study aimed to explore individual differences in professional attributes that determine retention of a senior executive following a merger or acquisition. Of the 322 participants, 50%, 23%, and 7% of the participants in this study belong to management, senior management, and chief executive groups respectively. Policy capturing approach was used to identify which professional attributes lead to retention decisions. The study explored four dimensions of senior executive attributes in a 2* 2* 2* 3 factorial design. The findings reflect that on average decision makers prefer to retain senior executives who have a positive outlook for the impending merger or acquisition with a strong influence on subordinates, potential for growth, and strategically oriented.</p>

<p> The context for this qualitative case study evaluation was a 400 member United Methodist Church in southwest Michigan. Incongruence existed between the congregants' claimed spiritual development and minimal supernatural manifestations. Significant instruction has not resulted in change. The purpose of this project was to develop, implement, and evaluate a leadership training. The hypothesis was that peer coaching is an effective method to accelerate spiritual intimacy as measured by hearing God. Data analysis revealed three themes related to hearing God: hindrances, helps, and hearing. Hindrances must be addressed through helps in order to hear.</p>

<p> Change and stability are critical to the sustained competitive advantage of organizations. Emerging research shows the relationship that exists between human agency and institutions, but also the inter-relationship to the dynamic of change and stability. This study examines the concepts of stability and change in regard to organizational change and institutional theory, and the influence of macro- and meso-structuring mechanisms in processes of institutional reproduction and change. Specific reference is made to institutional orientations toward stability and change as primary dimensions in the analysis of micro-level explanations that contribute to understanding adoption of new organizational practices.</p><p> This participative mixed-methods study was conducted in 12 community rehabilitation programs within New York State. It showed how both agency and institutional orientations toward stability and change are influenced through structuring mechanisms, and can be identified and discerned through patterns. The depiction of these orientations were identified by conceptual mapping and pattern matching, a research method emerging in both the change and institutional theory research. The new understandings gained regarding these agency and institutional orientations will contribute to new insights as to how micro-level actions occur and contribute to macro-institutional orientations toward stability and change. This study also supports the conclusion that macro- and meso-structuring mechanisms can become strange attractors which limit organizational potential for change, and that gaining an understanding of these attractor cages can assist organizations in mapping alternative futures.</p>

<p> People make important first impression judgments of the trustworthiness of strangers every day and in many settings. This study investigated whether ethnic background and age of the observer affected first impressions drawn solely from the physiognomics, the nonverbal facial cues, of the stranger. The researcher extended the methodology used by Xu et al. to two groups of 36 Chinese-American and Caucasian-American senior females over the age of 53 in Phoenix, Arizona. The women used a 9-point Likert scale (from very untrustworthy to very trustworthy) to evaluate photographs modified by FaceGen software of 150 Caucasian, Asian, and African-American and Hispanic men and women of varied ages. The results supported prior findings that ethnic background did not affect trustworthiness evaluations, but age did. The two ethnic groups showed no significant difference in their evaluations: the mean Chinese-American evaluation was 5.81 (SD = 1.06), and the mean score for Caucasians was 5.33 (SD = 1.37). Both groups showed a statistically significant linear correlation between age and mean trustworthiness scores (r = -.38, p = .001). As age increased, trustworthiness scores decreased. This negative correlation between age and trust differed from findings of prior research that older adults are somewhat more trusting than younger adults. There is a need for additional research to determine how age and other demographic factors affect first impressions of trustworthiness from physiognomic characteristics.</p>

<p> A multiple case study was used to explore the experiences of senior leaders with vulnerability. The leaders selected for the study were seasoned executives who consciously used vulnerability as part of their leadership style and who had extensive experience with a variety personal development processes. Semi-structured in-depth interviews were conducted with 7 senior leaders from a variety of for-profit and non-profit sectors. The study provides insights that may be of practical use to leaders who wish to deepen their experience and expression of leadership, and to leadership development professionals who focus on helping leaders to be more emotionally genuine, relationally transparent, and able to take healthy risks. Though there are tangentially relevant theories such as emotional intelligence and authentic leadership, vulnerability is a new area of study especially as it concerns leadership, and this qualitative exploration may bring an important perspective to this emerging topic of academic and practical interest.</p>

<p> Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. </p><p> Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) &ldquo;Agility and Organization Design: A Diagnostic Framework&rdquo;. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. </p><p> This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.</p>