<p> This exploratory interpretive study investigated the lived experience of ten leaders that had recently transitioned from a face-to-face leadership role to a remote leadership role. The main research question was, &ldquo;What is the lived experience of the leader who has transitioned from face-to-face leadership to remote leadership in a retail sales context?&rdquo;</p><p> Study participants met the following criteria: (1) work for an organization that utilizes a &ldquo;remote supervision&rdquo; structure, whether this goes by the term <i>district, region, area, territory,</i> or similar; (2) have supervisory responsibility for at least six separate and distinct locations, but fewer than 25 locations; (3) have supervisory responsibility for locations with a minimum of 10 employees, but a maximum of 100 employees; (4) have transitioned from a face-to-face leadership context to a remote leadership context; and (5) have been in the new remote leadership role for at least six months but no longer than 39 months. These criteria are important and were selected specifically for their alignment with the conceptual frame. </p><p> Interviews were conducted with the leaders to learn how they experienced the transition from one role to another. These interviews were conducted using the Seidman (2013) method. The process for representing the data and interpreting the data consisted of five main parts in alignment with an interpretive phenomenological approach, or IPA (Smith, Flowers, &amp; Larkin, 2009). </p><p> There were four key conclusions from this study: (1) the leaders were able to adapt to their new leadership context as a result of their transition experience; (2) there were common leadership style balances for leaders in this study; (3) the leaders realized that there were subtle, but important communication differences in the remote context; and, (4) trust plays a unique role in remote, transactional leadership. Implications for theory include a new understanding of the balance of transformational and transactional leadership in the remote context. Recommendations for practice include potential new approaches for human resource practitioners.</p>

Thesis (Ed.M.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / 2031-01-01

Thesis (Ed.M.)--Boston University

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2001. / Includes bibliographical references.

<p> Although they represent 99.7% of all employers in the American domestic workforce, the annual failure rate of small businesses is alarming. Given this high failure rate, research is needed to better understand the characteristics of leaders who create and sustain success in small businesses. The two-part purpose of this sequential, explanatory mixed-methods study was to (a) measure the emotional intelligence of small business leaders in Southern California and (b) explore the leaders&rsquo; perceptions of the effect and value of EI in the workplace. Following the collection of quantitative data using an online version of the Wong and Law Emotional Intelligence Scale (WLEIS) to measure small business leaders&rsquo; EI, qualitative data was collected through semi-structured interviews with the study&rsquo;s 12 survey respondents. The interviews were designed to explore the leaders&rsquo; perceptions of the effect and value of EI in the workplace. Analysis of the quantitative survey data showed that 75.0% of the leaders rated in the high EI category for the EI total score, and five correlational tendencies (<i>p</i> &lt; .15) were found: higher total EI with having had more leadership positions, self-emotion appraisal score was higher for women and for those with a social sciences background, and older respondents had higher others&rsquo; emotion appraisal and regulation of emotion scores. Results from the qualitative analysis suggested that male participants&rsquo; EI affects the workplace to a greater extent than that of female participants. Additionally, older participants had higher rates of association between EI workplace effect and others&rsquo; emotion appraisal and regulation of emotion. Moreover, those participants who held a higher number of small business leadership positions had greater associations between leader value of EI in the workplace and all four WLEIS scales than those who held fewer leadership positions. Recommendations for future research included comparative studies of different types of professional development programs designed to enhance small business leaders&rsquo; EI and further research to better understand how gender moderates the relationship between EI and specific performance outcomes that are known to contribute to overall business success.</p>

No description available.

No description available.

Thesis (Ph. D.)--University of Pennsylvania, 1920. / Bibliography: p. 181-187.

Thesis (Ed.D.)--Teachers College, Columbia University. / Typescript; issued also on microfilm. Includes tables. Sponsor: Mary E. Oliverio. Dissertation Committee: Norton L. Beach. Includes bibliographical references (leaves 130-134).

Thesis (Ph. D.)--University of Pennsylvania, 1920. / Bibliography: p. 181-187.