Relying upon many years of experience as an early childhood educator and consultant, and utilizing examples of programs and forms during the past thirteen years while serving as the Director of Peace Lutheran Preschool/Kindergarten in Owensboro, Kentucky, and as a regional/national early childhood consultant. The author has proposed a manuscript whose purpose is to assist early childhood professionals in the development and implementation of quality, needs-appropriate preschool programs. The eleven chapters are divided into seven areas of concern: program survey, development, purpose, regulation requirements, administration, financing, enrollment, curriculum and day-care. (Within each area are varied appropriate methods of implementation relating to specific outcomes of each desired program.) Curriculum is discussed with emphasis given to programs which are both age and developmentally appropriate for the early childhood area. Day-care materials are discussed in detail in the final chapter, although there are references throughout the manuscript that help explain overlaps in the two types of programs. Since the entire manuscript is based on experiences of the author and was developed from working programs, materials are of a research basis, but they have also been used and tested. Therefore it will be useful to professionals in their existing or planned programs. The author hopes the experiences within this manuscript prove invaluable to the novice in developing and implementing quality early childhood programs. This manuscript’s purpose is to assist those who dedicate their lives to meeting these needs of the young by providing a working guide for early childhood program development.

This study was made in attempt to identify the characteristics of a troop program in which tenth grade girls had been involved and to determine why they did or did not continue in Scouting. A survey instrument was devised and pretested to validate and improve upon the questionnaire. The questionnaires were distributed through the mail to 190 girls who had been registered in the Kentuckiana Council Scouting program in 1981. All girls, despite their present status in Scouting were asked to complete and return the survey. The questions pertained to such areas as years involved in Scouting, frequency of meetings, most and least enjoyable activities, family involvement, reasons for remaining in Scouting and reasons for dropping out of the program. The responses of 131 girls who returned the questionnaire to the researcher were tabulated. The data were accumulated and analyzed. The survey indicated that the Kentuckiana Girl Scout Council had a high Cadette/Senior retention rate for this period of time. A profile of the Scouting program of a girl who had remained in the program was made with recommendations, based on the analysis of the study, to encourage the retention of older girls. It was suggested, according to the findings of the study, that in order for girls to continue into the upper levels of Scouting, they needed to be recruited at a young age, involved in program planning, and feel as though Girl Scouting is fun. Leader retention and uniforms were not found to be significant factors in retention or dropping out of Scouting. Additional research was recommended by simultaneously comparing two or more Councils.

"...empowering text for human services students that covers the skills and behaviors essential for leaders to manage themselves, their teams, and the organization. Using a unique coaching voice, author Deborah Harley-McClaskey follows a Reflection–Diagnosis–Prescription approach for leadership development with exercises built into the dialogue. The final chapter, Prognosis, offers a workbook-style exercise to help students make a personal change." --Amazon / https://dc.etsu.edu/etsu_books/1115/thumbnail.jpg

Abstract The relationship between individual and organizational performance is a key challenge for leaders in modern organizations, especially with the current disruption in technology and innovation. This thesis is a literature review and compilation of the relevant empirical evidence on various processes of industrial groups and organizational characteristics such as the changing nature of work, leadership, and company culture in detail. I investigate the complex challenges that millennials and organizations are facing in the current VUCA work environment as well as their potential responses to these changes. I map out the evolution of the concept of work and compare changes in the workplace environment of the past, present, and future. Additionally, this thesis reviews the literature on organizational culture models, cultural fit and clash. I explore the intertwined differences and commonalities between management and leadership and also consider a gradual shift to a model of managerial-leadership in 21st century organizations. Furthermore, the research closely examines cultural change management through the lens of mergers and acquisitions. It also discusses next steps, like job redesign, team reorganization, and cultural reconciliation, to increase job satisfaction, employee motivation, and performance in future-ready organizations.

Workplace bullying (WPB) is a pervasive problem in contemporary society, inflicting detrimental repercussions upon employees, employers, and organizations alike. It affects the physical, psychological, and financial wellbeing not only of its victims, but also their families, their communities, and society as a whole. Research into this phenomenon has evolved significantly over the past two decades. While related to the physically violent phenomenon of schoolyard bullying, WPB is primarily a psychological phenomenon, manifesting as abusive power in workplace relationships, rather than as interpersonal conflict. Bullying at work comes in many forms, has many faces, and occurs in many places. It ranges from subtle to overt acts, with subtle forms occurring more regularly. The rubric of bullying can include: harassment, mobbing, scapegoating, social exclusion, repudiation, humiliation, and/or workplace mistreatment or abuse. Corresponding to a lack of attention on bullying among adults, WPB seems to occur everywhere—from businesses and factories to colleges and hospitals. To address this phenomenon, this study a) explored the prevalence of WPB in Kuwait and its association with employee demographics, b) evaluated the sample’s views regarding professional social workers in the workplace, and c) explored the relationship between these variables and absenteeism. This non-experimental, quantitative study employed a cross-sectional survey with correlational analyses and prediction research designs. Using the snowball sampling method via social media platforms, the researcher distributed the Negative Acts Questionnaire-Revised (NAQ-R) survey and a demographic questionnaire to an anonymous, non-randomized sample of employees. The target sample included any adult, volunteer participant who was working in Kuwait for at least six months before receiving the survey. From a total of 8,531 recorded surveys, 3,725 surveys with missing data and 119 surveys that did not meet the inclusion criteria were excluded, leaving 4,687 (53.9%) complete surveys used for the analysis. The majority of participants were males ranging between 30-39 years old. The vast majority were Kuwaiti, married, bachelor degree graduates, employed in lower-level positions within the governmental sector, earning 800-1,399 KD monthly income. Seventy percent of targets were dissatisfied with management, compared to 50% of the general participants. Similarly, 50% of targets were dissatisfied with their daily supervisors, compared to 35% of the general participants. Around two-thirds of both targets and general participants agreed with the importance of having a social worker or psychologist at the workplace to address WPB. The vast majority of targets were bullied by their immediate superiors (50%) or other superiors (45%). Based on a criterion of a minimum of three negative acts monthly, the results of this study indicated a 39% prevalence rate of WPB in Kuwait. This percentage corresponded with the percentage of the targets who labeled themselves as victims. Regarding demographics, a large majority of targets reported being bullied by someone of the opposite gender. Among female targets, 92.7% were bullied by male perpetrators, and among male targets, 82.8% were bullied by female perpetrators. Females were more often reported as perpetrators, and males more often as targets. Non-Kuwaiti employees, the young, the divorced, those working in low-level positions, and those earning low income had the highest rate of exposure to WPB. Regarding prediction, those more likely to experience WPB included: females, the young, non-Kuwaiti employees, and workers in middle-level positions with low education or low income, who were dissatisfied with management, their daily supervisors, or their own jobs, and those who expressed a need for a counselor in the workplace. In terms of predicting WPB-related absenteeism, males, the divorced, and those working in lower-level positions with low income, low education, dissatisfaction with their job, or dissatisfaction with their daily supervisors were more likely to report high absenteeism. The high rate of WPB has implications in the workplace, calling for concerted efforts to identify the elements that trigger and escalate WPB. This study was the first of its kind to measure such elements of WPB in Kuwait. By using the NAQ-R scale, the demographic questionnaire, and a modified operational definition of WPB, this study has provided a template for needed research in the Arabian Gulf region.

Work-life balance is a key indicator of employee satisfaction, retention, and social health as well as organizational creativity and productivity. These dual benefits for employee and employer have generated interest in promoting work-life balance. Supervisors who operate from a transformational leadership framework have been linked to greater work-life balance among employees (Lamm, 2011; (Kutilek, Conklin, & Gunderson, 2002). The role of a supportive organizational culture is also central (Lewis, 2001). In this study, Cooperative Extension Service agents (N = 1390) participated in a nationwide survey exploring the relationship between rated levels of transformational leadership among district directors, work-life balance, and work-life balance organizational culture. The results from confirmatory factor analyses indicate these three separate dimensions. The findings from the structural equation model demonstrate that all paths, except transformational leadership to personal life interference with work, are statistically significant. Work-life balance organizational culture is the largest contributor to the total effect of these associations. This study confirms that the supervisor and organizational culture join together to forge an important alliance of support for work-life balance among subordinates. Findings reveal the need for additional study of specific ways leaders foster positive work-life balance organizational culture.

This Q research designed study sought the answer to the research question, “What are the range of collectively help perceptions of leaders in the Christian and Missionary Alliance toward the impact that emotional woundedness has had on their leadership?” In doing so a conceptual framework was constructed from three psychological theories. These theories were Need Reduction Theory (Hull, 1973), Goal Theory (Adler, 1927) and finally a Theory of Cognitive Dissonance (Festinger, 1957). The 39 participants of this study were clergy leaders of the Christian and Missionary Alliance. The participants perspectives were compared and grouped, and three factors were revealed, along with one bi-polar factor. These factors were described as The Community Leader, The Alienated Leader, The Empathic Leader, And the Redemptive Leader. These factors were discussed and finally study implications and limitations, and recommendations for further research, were suggested.

In recent years the terms diversity and inclusion have become major buzzwords across industries and fields of study. Within the field of education broadly, and higher education in particular, a shifting student demographic can be seen across the country. Issues of equity and inclusion have become central complexities for present day educational strategists, and organizations committed to cultivating a culture of inclusion must do so with intentionality. In the context of higher education, this often requires the intentional development of professionals within a particular college or university. There has been a great deal of research concerning the development of cultural competence in traditional aged college students, but far fewer studies address development in higher education professionals. This project seeks to fill that gap. This study explores how higher education professionals develop and demonstrate cultural competence in their professional roles. Through a mixed methods case-study approach (Jupp, 2006), the current study generally addresses how perceived levels of cultural competence in higher education professionals is shaped by participation in an extended diversity training program. Additionally, this study addressed implications for individual career trajectories as a result of program completion and implementation of new learning. In-depth interviews were conducted to explore how participants of an extended diversity training program at a large urban institution conceive of their development of cultural competence. The objective of the program was to prepare participants to facilitate diversity education workshops across campus for their peers. One-on-one interviews explored ways in which participants’ individual development and application of cultural competence skills fits into the context of Social Cognitive Career Theory (Creswell, 2007; Lent, Brown, & Hackett, 2002). Additionally, secondary data analysis was conducted to assess participants’ perceived levels of cultural competence throughout the training experience. Study findings indicate that participants anticipate lasting effects from the training experience. The training introduced and ignited a reconfiguration of what it means to engage and work in spaces where institutional and organizational commitments are aligned with personal commitments. Following training, all participants expressed deep commitment to intentionally and actively cultivating a sense of belonging and inclusion in the workplace through shared language, shifts in policy, and more thoughtful interpersonal interactions with colleagues and peers.

Organizations, including the military and their managers, have used transformational leadership for over 30 years to increase job satisfaction. The purpose of this correlation research study was to determine whether a relationship existed between transformational leadership and job satisfaction among retired Army noncommissioned officers who had rejoined the military workforce in South Korea. The research question was grounded in a synthesis of theories concerning transformational leadership and job satisfaction. The Multifactor Leadership Questionnaire (MLQ5X), the Job Descriptive Index (JDI), and Job in General (JIG) scales were used to gather data from 141 participants. Univariate analyses were used to document that MLQ5X transformational leadership subscale scores were high among the participants, and that they were satisfied with their jobs along all JDI/JIG subscales, except opportunity for promotion. Linear regression analysis and the chi-square test of independence were used to test associations between MLQ5X and JDI/JIG scores. The results from the linear regression indicated no significant relationship existed between transformational leadership and job satisfaction. To compensate for violations of parametric assumptions, a chi-square test was conducted with MLQ5X and JDI/JIG scores recoded into high/low transformational leadership and 3 levels of satisfaction (dissatisfied, undecided, satisfied). A significant association between transformational leadership and job satisfaction was observed. The combined results contributed to the conclusion that transformational leadership can contribute to job satisfaction, but that it can also lead to dissatisfaction if organizational conditions do not support the approach. The study contributes to positive social change by inform planning to improve higher morale and increased productivity among soldiers.

The Situational Assessment of Leadership: Student Assessment (SALSA©) was developed in the spring of 2009 to be used as a measure of student leadership. Study 1 assessed alternate forms reliability of the SALSA using scores from 178 students. The overall scores on SALSA Form A and SALSA Form B showed a significant correlation (rAB = .906, p < .01). Dimension scores on the two forms ranged from rAB = .475 to rAB = .804. Study 2 evaluated the convergent validity between the SALSA and the Western Kentucky University Center for Leadership Excellence assessment center. SALSA scores as well as assessment scores from 53 students were analyzed. The overall scores on the SALSA and CLE assessment center had a significant yet moderate correlation (r = .513). Dimension correlations were significant but low, ranging from r = .310 to r = .392. The strong correlations in Study 1 indicate the two forms of the SALSA may be used as alternate measures such as in a pre and post-test of leadership. The convergent validities in Study 2 demonstrate that both the SALSA and assessment center may be used to assess leadership. However, the low convergent validities across dimensions indicate overall scores likely should be used rather than dimension scores.