With much emphasis on school accountability ratings and student achievement, it is imperative that building level leaders are equipped with leadership practices that will enhance academic progress. In essence, principals must implement leadership practices that will turn around low-performing schools. The purpose of this study was to investigate principals’ practices and ways to modify their existing leadership strategies to adapt to school improvement needs in low-performing schools in Mississippi. This study focused on 4 areas of principal practices in improving low-performing schools: (1) communication with staff, (2) instructional leadership, (3) professional development and growth opportunities, and (4) connection with key stakeholders as they relate to student achievement. A quantitative cross-sectional, non-experimental questionnaire design was utilized to examine leadership practices and principals’ preconceptions of communication, collaboration, and professional development used to promote student achievement. A self-reflective questionnaire was distributed via email to 898 Mississippi principals of which 152 responded. Generally speaking, for all schools, this study revealed there was a significant relationship between overall scale scores and math growth scores. However, there were no significant relationships between leadership practices and the other sub-scales of this study and student growth and proficiency for all participants. Further, when analyzing the results of individual leadership practices of principals of low-performing schools, findings indicated principals modeling instructional strategies displayed a significant relationship with English Language Arts growth. Findings also revealed a significant relationship between math growth and “using department chairs to collect data about staff concerns”. Further, findings revealed a significant relationship between math growth and “tracking and discussing professional growth with staff”. Additionally, when analyzing the results of individual leadership practices from all schools, communicating often and clearly to staff that change is not optional displayed a significant relationship to math growth. Also, principals utilizing shared leadership practices displayed a significant relationship with ELA proficiency. Recommendations for further research include conducting studies on the following: (a) high- performing Mississippi schools and leadership practices, (b) leadership practices utilized by principals in high-performing states, and (c) teachers’ perspectives of leadership practices and student achievement.

In the higher education industry, employee engagement is crucial to the survival of organizations because engaged employees increase profits, productivity, and sustainability. The purpose of this single case study was to explore leadership strategies that leaders of higher education organizations used to promote employee engagement. Expectancy theory was the conceptual framework for this study. Four leaders of a higher education organization in the southeastern United States were purposefully selected for the study based upon their experience implementing effective leadership strategies to promote employee engagement. Data were collected through face-to-face semistructured interviews, direct observation, and review of publicly available organizational documents. Data were transcribed and coded for common patterns and themes, then member-checked to reinforce the validity of the interpretations. Three themes emerged from the data analysis: engaging through communication, developing engagement strategies, and engaging through recognition and rewards. The findings from this study might contribute to social change by providing higher education leaders with strategies to promote a sustainable workforce, competitive edge, and increase productivity and profitability.

<p>Purpose of this Master thesis is to analyze, understand and evaluate current financial crisis from the leadership perspective. In order to achieve this aim we made literature analysis, conducted interviews, analyzed failure case of Lehman Brothers and case of NYSE Euronext Lisbon. Furthermore, we created a questionnaire which was sent to the biggest companies in Europe. According to our investigation, we found out that the most suitable methodological view for our research is a combination of analytical and system views. Analysis of our findings shows that financial crisis was highly caused of the failure of leadership in the financial sector. We found out that leaders have to be aware of these main problems: nowadays word is extremely interconnected and one variable can affect the whole system, huge short-term returns cannot marginalize long-term foresight, risk has to be measured and estimated, leaders has to pay a lot of attention to their strategies, plan, rethink and if it is necessary reshape them. Moreover, leaders now face more and more challenges: they have to react at the moment, to deal with world full of paradoxes and to take actions in order to increase level of confidence which creates more and more instability and chaos in the society.</p>

Due to globalization and increasing complexity within the business environment, teams have become a way of life for many organizations in order to generate higher performance and sustain competitive advantage. Organizations, however, may fail to fully benefit from teams despite all the investment and efforts that they make. Herein, we believe that a possible way to cope with these failures might be establishing an understanding that individuals’, particularly team members’ need for autonomy within teams through accomplishing self-discipline and managing their emotions and behaviors. Therefore, our purpose in this study is to investigate the relationship between individuals’ emotional intelligence and their self-leadership ability in the context of team performance. In line with this purpose, we find plausible to employ conceptual research approach in order to build an integrated and logical model, with proposed hypotheses, which could be used as a departure point for the researchers and their empirical studies in the future. Through this model, we argue that individuals’ emotional intelligence has a positive impact on the self-leadership ability and its three strategies, which are behavior focus strategy, natural reward strategy, and constructive thought patterns strategy, by managing and regulating one’s own and other’s emotions. Hence, as suggested, the association of emotional intelligence and self-leadership can influence team communication, team trust, team learning and team creativity positively thus it may enhance the overall team performance.

The influence of leadership engagement strategies on employee engagement affects the retail distribution industry in the form of lower productivity, decreased profitability, and reduced sustainability. In 2017, the retail distribution industry lost more than $50 billion annually due to leader's inability to develop and implement robust leadership strategies to engage employees. The purpose of this single case study was to explore the influence of leadership strategies on employee engagement used by leaders in the retail distribution industry in Florida. Transformational leadership was the conceptual framework for this study. Participants were purposefully selected because of their experience implementing leadership engagement strategies that engaged employees. Data were collected from face-to-face semistructured interviews with 8 leaders in the retail distribution industry with 2 of years leadership experience and the review of organizational documents on employee engagement and productivity. Data analysis comprised coding archival documents, reassembling journal notes, and interpreting semistructured interviews. Three themes emerged from the analysis of data: adopting a supportive leadership style, encouraging employee ownership of task, and continuous knowledge sharing. The findings of this study might contribute to social change by providing retail distribution leaders with fact-based insights that can lead to increased productivity, enhanced sustainability, and improved organizational growth, which might promote prosperity for local families and the community.

Banks are in a precarious position due to increasing corporate losses from prolonged instances of employee-driven occupational fraud. The purpose of this single case study was to explore the leadership strategies some bank leaders used to reduce corporate losses from occupational fraud. The fraud triangle theory was the conceptual framework for this study. Data collection consisted of semistructured interviews with 11 bank managers at various levels within the bank, and a focus group session with 8 frontline managers. Data were analyzed using Yin's 5-step data analysis process, which entailed descriptive coding and sequential review of the interview transcripts. Member checks and interviewing until data saturation occurred helped to ensure the trustworthiness of the findings. Six themes emerged as the key study findings: effective communication, leading by example, empowerment, incentivizing, engendering trust, and personal integrity. Managers use of strategies incorporating these themes helped to improve employees' commitment to achieving their organization's corporate vision and establishing a sense of ownership whereby the employees would better protect and value organizational assets. The board of directors, senior managers, and frontline managers could all apply the strategies, thus reducing the likelihood of occupational fraud. Application of the study findings could contribute to social change by enabling bank leaders to create a positive organizational environment in which their employees make better choices to behave ethically, demonstrate financial responsibility with regards to corporate assets, and become principle agents of the organization.

Purpose of this Master thesis is to analyze, understand and evaluate current financial crisis from the leadership perspective. In order to achieve this aim we made literature analysis, conducted interviews, analyzed failure case of Lehman Brothers and case of NYSE Euronext Lisbon. Furthermore, we created a questionnaire which was sent to the biggest companies in Europe. According to our investigation, we found out that the most suitable methodological view for our research is a combination of analytical and system views. Analysis of our findings shows that financial crisis was highly caused of the failure of leadership in the financial sector. We found out that leaders have to be aware of these main problems: nowadays word is extremely interconnected and one variable can affect the whole system, huge short-term returns cannot marginalize long-term foresight, risk has to be measured and estimated, leaders has to pay a lot of attention to their strategies, plan, rethink and if it is necessary reshape them. Moreover, leaders now face more and more challenges: they have to react at the moment, to deal with world full of paradoxes and to take actions in order to increase level of confidence which creates more and more instability and chaos in the society.

Abstract Leaders of nonprofit organizations have challenging responsibilities of satisfying the demands of all their stakeholders by obeying state and federal regulations. Noncompliance of regulations can quickly cause a nonprofit organization to lose its tax exempt status and become nonexistent; thus, it appears that most nonprofits are choosing to prioritize compliance, while struggling to maintain focus on their mission and services. Using the conceptual framework of transformational leadership and general system theories, this case study was to explore strategies leaders of nonprofits organizations in Pennsylvania that cater to the needs of people with disabilities use for decreasing regulatory citations to maintain their tax-exempt status. The population for this study consisted of 5 leaders of a single nonprofit organization in Pennsylvania, who were purposefully selected with experience for managing nonprofit organizations prevent citations and maintain their tax-exempt status. I collected data through semistructured interviews and analyzed the data through inducive word phrase coding and theme interpretation. Five themes emerged from my analysis of the data: the use of rules as a guide for quality improvement, leadership focus on organizational strategy, teamwork, effective communication, and training, as a means of empowering and educating team members on organizational values and rules. This study contributes to positive social change by teaching nonprofit leaders’ various strategies for decreasing regulatory citations, fines, to maintain their tax-exempt status, and fulfill their social missions of providing needed services in communities.

Waste is a global composite of organic and inorganic derivatives from human activities. Municipal solid waste consists primarily of plastics from households and e-wastes, creating opportunities for waste management businesses. The purpose of this study was to explore leadership strategies for reducing operational costs in waste management businesses in Liberia. In this multiple case study, 6 business leaders from 6 waste management businesses in Liberia were recruited as participants. The conceptual framework guiding the study was the transformational leadership theory. Each business leader responded to open-ended questions in a semistructured interview. Data were analyzed by iteratively searching recurrent codes to elicit themes. Themes that emerged included education and training for customers and staff, as well as efficiency and effectiveness for value creation from waste. Based on the findings of this study, waste management business leaders might contribute to social change by employing marginalized population segments in local communities. The marginalized segments in communities could be empowered to communicate waste management messages about recycling, supplementing their skills and messages using waste management technological innovations. The results from this study might provide insight into how waste management leaders might use innovative solutions to reuse, recycle, and re-engineer wastes. The results from this study might help waste management business leaders envision opportunities for improvement on waste-to-energy products and services in the lives of customers and employees.

Disengaged employees in the information technology industry lead to decreased productivity, increased absenteeism, poor job performance, higher employee turnover, and reduced organizational effectiveness. The purpose of this multiple case study was to explore the leadership strategies that information technology leaders used to improve employee engagement. The transformational leadership theory was the conceptual framework for this study. Data were collected through semistructured interviews with 3 leaders of information technology companies in Illinois and a review of company documents. Data were analyzed through thematic analysis and using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding data. The 3 emergent themes from data analysis were compensation and benefits strategy, performance management strategy, and recognition strategy. The findings of this research study indicated that compensation and benefits, performance management, and recognition were critical strategies information technology leaders used to improve employee engagement. The findings and recommendations resulting from this study might be valuable to information technology leaders, human resources managers, and hiring managers for developing leadership strategies to increase productivity, lower absenteeism, improve organizational performance, and reduce employee turnover through improved employee engagement. The implications for positive social change include the potential for information technology leaders to enhance local economic stability, lower local unemployment rates, and increase community volunteerism through improved employee engagement.