<p>This mixed methods study examined the impact of an online mindfulness-training program on mindfulness and the attention levels of eight employees working in an organization. All participants showed increased levels of mindfulness at the end of the intervention. The attention levels for participants increased for two of the three attention scales used to measure attention levels. The two attention scales that showed increases were mind wandering and attention, whereas distraction showed no significant increase comparing baseline to post-levels. The qualitative information gathered emphasized learning and greater levels of awareness around mental states and emotional states. This study showed preliminary support for the value of online mindfulness programs in organizations and future research should continue to examine how mindfulness can support employees.

<p> The purpose of this research is to verify key attributes, benefits, and deficiencies of the co-leadership model. Does co-leadership encourage more thoughtful decisions, provide checks and balances, and better support in a complex environment? Explanatory sequential mixed method research was employed to determine qualitative and quantitative measurable impacts. A sample group of 14 co-leaders, formally and informally paired, from the profit and not-for-profit sector were surveyed. The survey consisted primarily of Likert-type Scale queries to test assumed attributes and benefits and open-ended questions used to identify unanticipated attributes, benefits, and deficiencies. In depth interviews were conducted with three individuals who have served under the co-leadership model to determine key factors that lead to successful implementation. Results were verified using inter-rater reliability and shared with participants in hopes that more organizations will recognize and endorse co-leadership as a legitimate model that better supports sustained leadership in an increasingly complex world.</p><p>

<p> The deep-seated qualities of the psychological sense of community (PSOC) are sometimes considered vital to human function and without them we would suffer isolation, loneliness, depression, and alienation (Sarason, 1974; Pretty, Andrews, &amp; Collett, 1994). In the late 1980s and early 1990s studies of the psychological sense of community began in the workplace (Pretty &amp; McCarthy, 1991; Klein &amp; D&rsquo;Aunno, 1986. Understanding this phenomenon, what it is, and the implications for those who feel a sense of community and those who do not can be a strength or benchmark for teams and groups of geographically dispersed organizations to build models for improvement. While PSOC is generally measured by an individual&rsquo;s perception of a referent community to which they belong, cohesion is the collective look at PSOC (Buckner, 1988; E. E. Sampson, 1988; R. J. Sampson, 1991). This study evaluates the sense of community in the context of a geographically dispersed community, where PSOC is both relational and locational. A mixed methods approach to the case study is done through the use of surveys, ethnographic observation, and interviews. Key findings in this study include 16 unique descriptive characteristics for FSPSOC, a strong linear correlation between cohesion and the PSOC, and ambiguity in the term <i>community</i>. In addition, it was established that employees perceive geographic dispersion as directly impacting PSOC. </p>

<p> This research examines the relationship of leadership styles to career success using the Multi-Factor Leadership Questionnaire (MLQ). The objective of this research was to identify how the selection and practice of appropriate project leadership styles benefited the leader based on five assessed success criteria. Participants include 159 students from a Midwestern University in leadership programs with leadership experience. Transformational leaders were identified as being more beneficial to leaders as supported through the comparison of MLQ results to career success factors. Statistical significance in transformational leaders found a stronger preference to each of the five assessed success factors when compared to transactional or passive-avoidant leaders. Of worthy discussion is the instrument&rsquo;s standard utilization of parametric data treatment in the presentation of medians and p-values. Results using medians verses means to determine data relationships found a stronger preference when comparing transactional leadership to each success factor when compared to transformational or passive-avoidant leaders. </p>