Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 109-117).

<p> The leadership styles and behaviors of African American women executives across multiple economic sectors were studied using an explanatory sequential mixed methods approach. Senior leaders from six of the following sectors Academia, Business, Government, Law, Military, and Nonprofit were surveyed using the Multifactor Leadership Questionnaire (MLQ) to quantitatively assess their leadership styles and behaviors. A subset of survey respondents from each sector were interviewed one-on-one to provide contextual details regarding their MLQ results, and to elicit additional perspectives on leadership styles in general and the development of their individual style in particular. </p><p> The preponderance of the relatively limited published studies on the leadership attributes of African American women have involved one or more of the following design methodologies: (a) use of qualitative methods, (b) focus on a single sector of the economy, (c) inclusion of a range of leadership positions from middle to senior management within their sample size, and (d) exploration of the obstacles and barriers encountered by the women during their journey to leadership. </p><p> The purpose of the present research augmented the scope and results of the previous work. MLQ data from a numerically significant sample of executives, coupled with the interview narratives, potentially provided the necessary quantitative and qualitative underpinnings to support and/or reshape findings from the past studies. Expanding the scope to include leaders from different sectors furnished insight into potential sector-specific influences on leadership styles; and tightening of the sampling process to include only senior-level leaders in organizations reduced experimental variability and insured a pool of participants with extensive leadership experience. The obstacles and barriers facing African American women leaders received the most attention in prior studies and therefore is not a key focus of this work. However, salient information gleaned from interviews concerning their impact on leadership styles have been reported.</p><p> It is expected that the data and information from this study has yielded a more comprehensive evaluation of the leadership styles and behaviors of these African American women executives in particular, and potentially enabled meaningful comparisons with previously published findings on such leadership characteristics in general.</p>

<p> This qualitative, bounded, single case study centered on the process of building and leading the top management team during a presidential transition at a private, not-for-profit, coeducational, faith-based university in the United States. Specifically, the research concentrated on the dynamics of rebuilding a leadership team in a turbulent environment under a new president. </p><p> The primary source of data was semi-structured, in-person interviews with the new president and nine out of 10 top management team members. Detailed interviews provided comprehensive and extraordinary first-hand access to the team construction and leadership process. Other data sources, including relevant artifacts, documents, and press releases, were collected and analyzed to provide important details about the case context. </p><p> Major findings and conclusions are discussed in relation to the literature on leadership and top management teams. Five conclusions provide practical recommendations from the president&rsquo;s vantage point: (1) the president recognized the necessity of restructuring her team in order to meet the board&rsquo;s mandate; (2) in a highly turbulent institutional environment, the president constructed a diverse executive-level team with very limited resources; (3) the president&rsquo;s communication and leadership style reflected a high degree of emotional intelligence that contributed to her overall effectiveness; (4) the president provided structure and a defined role, which enabled and guided the team to more effectively implement its mission; and (5) the president&rsquo;s coaching assisted in (a) managing conflict, (b) developing trust, and (c) enhancing the team&rsquo;s learning. </p><p> Recommendations for future research and implications for both theory and practice are presented to conclude the study. Senior leadership teams are essential to the success of their organizations. Therefore, it is important that those charged with executive leadership give priority to the important task of systematically assessing and building the leadership team, particularly under new leadership. In this study, the new president completely overhauled the team, and her personal leadership style, which involved a high level of emotional intelligence along with personal coaching of the team, attracted others to join. The use of coaching in senior leadership teams in higher education seems to be emerging as a new area for theory development. </p><p>

Thesis (Ph.D.)--University of Western Sydney, 2001. / Bibliography : leaves 256-283.

Thesis (Ph. D.)--University of Missouri-Columbia, 1996. / Typescript. Vita. Includes bibliographical references (leaves 99-105). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 1996. / Typescript. Vita. Includes bibliographical references (leaves 99-105). Also available on the Internet.

Thesis (Ph. D.)--University of Texas at Austin, 1991. / Vita. Includes bibliographical references (leaves 145-159).

Over the past 2 years, numerous empirical studies in the fields of human resource management, organizational behavior, and industrial, work, and organizational psychology have investigated employee experiences and behavior during the COVID-19 pandemic. The goal of this paper is to take a step back and to outline several theoretical and methodological considerations when researching employee experiences and behavior in times of crisis more generally. These insights may be useful when developing conceptual models, designing empirical studies, and managing people in the context of future crises. We first review theoretical approaches that could be applied to explain changes in employee experiences and behavior in times of crisis, including stress theories, theories of adjustment to work-related changes, career construction theory, event system theory, transition-adaptation theories, the crisis management and resilience framework, and the social identity model of identity change. Second, we outline methodological considerations and best practices regarding the research design of quantitative empirical studies, sampling, measurement, and analytic strategies. Throughout, we highlight empirical studies on employee experiences and behavior during the COVID-19 pandemic that have adopted these theoretical approaches and methodological best practices. We conclude with several suggestions for future theory development and empirical studies on employee experiences and behavior as well as human resource management in times of crisis.