<p> From the early 2000s onwards, authentic leadership has continued to garner growing interest from academia, the public sector, and across multiple industries. Perhaps the reason for the increased focus on authenticity is the unethical behavior demonstrated by a number of leaders from 2000 to 2010. While there is growing interest in demonstrating authenticity as a situational leadership style or even an inherent trait, there is limited research on what leadership strategies or practices are most effective for authentic leaders. This study was designed to apply a common definition, or set of criteria, to identify leaders that are authentic. Once this group of authentic leaders has been identified, research can be conducted to understand common characteristics, traits, styles, practices, and strategies. Conversely, the opportunity exists to understand what common challenges authentic leaders face to determine mitigation strategies. The findings of this study provided exemplary best practices for leaders in business and other fields. To help ground the study, a detailed literature review of leadership theory, and authentic leadership&rsquo;s place within the study of leadership, was completed. The historical examination of leadership is important as it adds richness and context to how authenticity has risen to prominence within empirical and theoretical research. </p><p> This research showed that common leadership strategies and practices among authentic leaders include the ability to connect and engage through honest and transparent storytelling. Authentic leaders are vulnerable and transparent, and they enable and engage people and organizations through sharing a compelling vision. Their core leadership approach of honesty and transparency does not change, but they will flex how direct they are based on the situation and audience. In terms of challenges, authentic senior leaders have a high desire for their authentic approach to be reciprocated, and they can be too demanding. In order to overcome these challenges, they try to manage their stress and use physiological and mental means to manage energy. Authentic senior leaders measure success in terms of business results, talent development, and being recognized. The advice they have for future leader is to be one&rsquo;s authentic self and to understand one&rsquo;s personal mission and purpose. </p>

<p> The purpose of this study was to create additional research and outcomes on the theory of applying a whole systems approach to strategic planning through a large group intervention in a non-profit organization. This study utilized grounded theory and qualitative analysis. The research focused on the positive whole systems approach to examine the construct of strategic planning in a large group intervention utilizing the strategic planning frameworks of SOAR (Strengths, Opportunities, Aspirations and Results; Starvos &amp; Hinrichs, 2009) and appreciative inquiry (AI; Cooperrider, Sorensen, Yaeger, &amp; Whitney, 2005) as outcomes-focused alternatives to strategic planning in organizations. This qualitative study was executed in conjunction with appreciative interviews utilizing SOAR strategic visioning process and a strategic visioning SOAR Summit.</p><p> This study provided additional insight into whole systems change approach by utilizing strategic planning methods including: AI, SOAR, large group intervention, positive organization psychology, and World Cafe since such studies were limited that analyzed this approach in the development of public sector organizations. This research study consisted of 63 interviews that were conducted with employees, administrators, trustees, and community residents of the community-funded, non-profit fire protection department. The study timeline was from September 2014 until February 2015. Findings suggested that both non-profit and private sector organizations could drive their missions forward by engaging in a whole systems approach and large group intervention, focusing on appreciative and positive organizational change methodologies.</p>

<p> Decision making is among the chief liabilities and risks recurring foremost on a daily basis for human resources professionals in today&rsquo;s workplace. Therefore, human resources professionals as decision makers are often required to be aware of, and comply with, a variety of subject matters, trends, concepts, issues, practices, and laws. For human resources professionals, decision making a core job function. The problem addressed in this study is how the absence of formal decision-making criteria specifically designed for the management of human resources can cause human resources professionals to make decisions that are above not only costly for organizations, but can increase their own personal liability and risk. The purpose of this qualitative research via multiple case study was to investigate how the absence of formal decision-making criteria specifically designed for the management of human resources can cause human resources professionals to make decisions that are often financially and perceptually costly for the organizations in which they work, and can also increase their own personal liability and risk. Additionally, the focus of this research study was to contribute new knowledge for the process of decision making as it pertained to the occupational field of human resources management. This qualitative multiple case study examined the perceptions and experiences of human resources professionals working within the public sector in state government in Georgia. The human resources professionals as participants represented varying levels of decision-making responsibility, inclusive of tax-based and revenue-generated entities from small, medium, and large organizational structures. Results from this research study provided insight for use to inform human resources professionals regarding the mostly negative impacts, effects, and outcomes as perceived and experienced by human resources professionals resulting from the absence of formal decision-making criteria specifically designed for the management of human resources. Examination of the data collected from participants regarding the actual decisions made resulting from the absence of decision-making criteria for the management of human resources highlighted evidence connecting the absence of formal decision-making criteria leading to mostly negative impacts, effects, and outcomes based upon perceptions or experiences. Such evidence via the claims by participants featured personal and organizational results that could be further studied against the backdrop of existing literature, albeit limited, to develop a formal decision-making process (i.e., model) inclusive of criteria specifically designed for the management of human resources to achieve results that lessen cost, mitigate liability, and avoid risk.</p>

<p>Some business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curacao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes that belonging to the same generational unit, generational location, and generational actuality shapes the beliefs, values, and attitudes of members of a generational cohort collectively. Data from interviews and company documentation that included an annual report, business guide, and performance management documentation were coded and analyzed using NVivo software, and member checking was used to enhance the trustworthiness of interpretations. Key themes that emerged from data analysis include the need to use communication strategies, foster equal treatment of employees, implement employee development plans, and adopt a structured approach for addressing issues related to age-diversity. Implementation of the different strategies and recommendations identified in this study might aid business leaders in their effort to manage an age-diverse workforce and increase workplace productivity. Implications for social change include the potential to improve empathy and relations between individuals from different generations and the cultivation of a more cohesive society.

<p> Understanding the attitudes and attributes of innovators is crucial given the gatekeeper roles these individuals or organizations play in enabling innovation diffusion to occur. But what do innovators look like, and are their characteristics the same regardless of the type of innovation being adopted?</p><p> This case study of sought to understand the experience of the Pulaski Academy football program during the 2003 season as it acted as an innovator in adopting several radical innovations. The study provides a detailed case narrative that relies upon 25 existing text, audio, and video artifacts as well as 12 semi-structured interviews with program participants that included coaches, players and administrators, which were part of the 2003 Pulaski Academy football program.</p><p> The findings of this study suggest that the innovations Pulaski adopted were radical in nature as defined by Henderson &amp; Clark (1990) and did have an impact on the attributes required to be an innovator. Further, these attributes differed in several instances from what Rogers&rsquo; (2003) diffusion of innovations theory posits. The study showed that team&rsquo;s improved performance was the result of the adoption of a single radiation innovation, the no punting philosophy, but rather a combination of the adoption of several of the innovations and the leadership style of the head coach. The results of the case study confirmed Rogers&rsquo; (2003) and Goss&rsquo; (1979) assertion that unintended consequences occur with adoption. This particular case demonstrated that one of the unintended consequences of becoming an innovator is that the innovator status opens up additional and early access to other innovations. </p><p> These findings point to several recommendations for researchers, including: seeking to understand what innovator characteristics are unique for other innovation types noted in Henderson and Clark&rsquo;s typology, testing the findings of this case in other social contexts, and evaluating the role the other unintended consequences noted in the study had in contributing to the Pulaski&rsquo;s success. For practitioners, the findings suggest possible leadership core competencies needed to facilitate innovation adoption and a caution to avoid the temptation to look for a silver bullet when attempting to help an organization be more innovative.</p>

<p> Already a challenge to human resource professionals is retaining talented employees. Increasing human resource management&rsquo;s knowledge of how employees&rsquo; perceived and preferred organizational culture contributes to job satisfaction, intent to remain, and willingness to recommend the organization could have a significant positive impact on the reduction of turnover intention. In this quantitative, nonexperimental, correlational study, the researcher investigated the relationships between the independent variables (i.e., employees&rsquo; perceived culture and employees&rsquo; preferred culture) and the dependent variables (i.e., employee job satisfaction, intent to remain, and willingness to recommend the organization), while controlling for specific demographics. The Hospitality Industry Culture Profile (HICP) was used to measure the independent, dependent, and control variables. There were total of 143 survey participants actively working in the hospitality industry resulted in 88 completed surveys for a response rate of 62%. Regression analyses were conducted to assess the relationships among perceived and preferred organizational culture, job satisfaction, intent to remain with the organization, or willingness to recommend the organization. The coefficient of determination (<i>R</i>²) indicated that there was a 25% variability in job satisfaction, 23% variability in intent to remain, and up to 44% variability in willingness to recommend. The results of this research identified that a relationship does exist between the employees&rsquo; perceived organizational culture and the behavioral intentions of job satisfaction, intent to remain, and their willingness to recommend the organization as a good place to work. Because of the lack of younger workers that participated in the study in the age category of 22-34 (<i>n</i>=27, 19%), a recommendation for future research would be to conduct a study directed at the millennials who are working in the hospitality industry. This may add to the body of knowledge and have a practical application for human resource management when making adjustments to the culture of the organization.</p>

<p> The purpose of this qualitative descriptive study was to explore the perceptions of the NPO leaders about the value of EI (Emotional Intelligence) on leadership strategies in the City of Richmond, Virginia. The research problem was the perceptions of the NPO leaders about the value of EI on leadership strategies in Richmond Virginia was unknown. The need to examine the NPO leaders&rsquo; perceptions about EI stemmed from the paradigm shift from cognitive intelligence to EI. Fourteen participants were selected using Seidman&rsquo;s three phase interviews. The study population was the faith-based and non-faith-based leaders in the US with samples drawn from NPO leaders in the City of Richmond, Virginia. The 14 participants were engaged in in-depth interviews (Seidman&rsquo;s Phase Two), and the data were analyzed using the NVivo10. The analyzed data resulted in the emergence of five themes. (a) NPO leaders&rsquo; perceptions about the term EI. (b) The leadership atmosphere of organizations in the 21^st century is sensitive and volatile. (c) The NPO leaders practice short walking away from the place of stress as a coping strategy. (d) The NPO leaders practice self-control with team members to manage conflict and (e) The NPO leaders practice respect for team members for team harmony. The study findings indicated 29% of the participants demonstrated conceptual EI perceptions, while 64% showed practical EI awareness. The remaining 7% expressed moderate or low perceptions of EI. The overall study findings indicated sound EI perceptions among the NPO leaders in Richmond, Virginia.</p>

<p> The cooperative industry plays a significant role in the delivery of electricity and new technology to rural America. The impact of rural electric cooperatives on the American economy is significant through the employment of 72,000 workers and returning $800 million in margins to members annually. The absence of literature regarding performance management among rural electric cooperatives in the United States is evident. This quantitative study examined three aspects of performance management and whether or not they enhance the financial performance of a rural electric cooperative and reduce employee turnover. The sample included the entire National Rural Electric Cooperative Association&rsquo;s (NRECA) entire database of 831 rural electric cooperatives across America. Data from this sample revealed a surprisingly significant relationship between performance evaluations and increased employee turnover. Data analysis revealed no significant findings between the performance management system and pre-employment selection measures and financial performance. Research showing an increase in employee turnover related to employee evaluations among cooperatives may play a role in the decision to implement an employee evaluation process or not.</p><p>

Thesis (Ph. D.)--Syracuse University, 2009. / "Publication number: AAT 3381605."

<p> Through an explanatory, sequential mixed methods design with a constructivist frame, this research provides one of the first looks at full range leadership behaviors as shared among directors and explores the group dynamics at work within boards of nonprofit membership organizations. A sample of such organizations in one Midwestern state resulted in chief staff officer participation (<i> n</i> = 7) in both a custom-designed online survey and a telephone interview, and director participation (<i>n</i> = 45) in a separate online survey, consisting primarily of the questions included in the Team Multifactor Leadership Questionnaire (Avolio &amp; Bass, 1996), as well as telephone interviews with a sub-set of directors (<i>n</i> = 18). </p><p> Overall, participants reported high satisfaction with the leadership of their boards and perceptions of high board effectiveness. Directors cited transformational leadership behaviors, most predominantly idealized attributes, inspirational motivation, and idealized behaviors, as those their boards exhibit most often. </p><p> Quantitative data analyses resulted in insignificant correlations between the level of agreement among directors within each board&mdash;high in each participating organization&mdash;and both the board&rsquo;s frequency of unanimous votes and the directors&rsquo; satisfaction with the leadership of the board. Qualitative data provided a more nuanced understanding of within board agreement with directors and chief staff officers seeking to increase the amount of questioning occurring during board deliberations. </p><p> Statistically, ratings of directors&rsquo; shared leadership behaviors, satisfaction with the leadership of the board, and perceived board effectiveness did not differ between directors and chief staff officers. In the majority of participating organizations, the chief staff officer does not hold a formal position on the board, but interview data surfaced a gate-keeper role for the chief staff officer, largely determining what warrants the board&rsquo;s time and attention, and filtering the information that reaches the directors. </p><p> In building their board teams, the majority of participating organizations have competitive elections only sometimes or never, yet the majority of chief staff officers reported it is not difficult to find qualified board members. Of interview participants, both directors and chief staff officers (<i> n</i> = 25), 88% stated their boards operate well as teams. </p><p> Both directors and chief staff officers in this study acknowledged influences of group dynamics on their efforts to lead their organizations, and the challenges to developing their boards as teams resulting from infrequent in-person meetings and the perception of limited time available from directors. However, directors expressed interest in strengthening their teams by getting to know their fellow directors better. </p><p> The meanings chief staff officers and directors in this study made of their boards and their roles in them offer a view into the phenomenon of nonprofit membership organizations&rsquo; boards as teams, a largely unexplored area of nonprofit research to date.</p>