<p> There was need for additional research on humility leadership characteristics to provide clarity on employee charitable giving and volunteering at work in support of corporate social responsibility (CSR) initiatives. The dissertation study attempted to relate a theoretical framework of humility to leaders demonstrating humility characteristics within a company that provides charitable giving and volunteering opportunities for employees. The problem addressed was the lack of full understanding of the correlation between leaders demonstrating humility characteristics and employee charitable giving and volunteering. A predictive research model was used for this quantitative study. The validated scale of humility was provided to employees of a northwestern Wisconsin company to rate leader-demonstrated humility characteristics on a 5-point Likert-type scale. Participants agreed or strongly agreed supervisors demonstrated each of the humility characteristics. Multiple regression analysis was performed to test the null hypotheses. Pearson correlations were performed to test correlations between the independent and dependent variables. Findings showed significant correlations between each of the characteristics and employee charitable giving; however, a combination of the six dimensions showed a weak correlation to employee giving. Correlations between two of the six characteristics and employee charitable volunteering were significant; the other four characteristics were not significant in correlation. Multiple regression was conducted to examine to what extent the humility characteristic variables predicted employee giving and volunteering. In combination, the six dimensions provided a very weak statistical correlation and did not significantly predict employee volunteering, <i>r</i>² = .04, <i>F</i>(6, 226) = 1.35, <i>p</i> > .05. The combination of the six dimensions of the leadership humility characteristics did statistically significantly predict employee giving and it explained 9% of the variance of employee giving, <i> r</i>² = .09, <i>F</i>(6, 226) = 3.60, <i> p</i> = .002. However, no single predictor was statistically significant, so the model is limited in terms of practical significance. Recommendations for future research include surveying employees of companies of varying size, geographical location, and culture. Focused analyses on gender or age might show different correlations and predictive outcomes. Likewise, a qualitative study might allow for additional information to be discovered. For practitioners, the rationale for this study was to analyze data that might benefit leaders of companies with CSR missions or of social welfare agencies. For researchers, the rationale for this study was to build on existing theory since the review of available literature revealed inconclusive data as to what consistently motivates employees to participate in charitable giving and volunteering at work.</p>

<p> Declines in federal spending from continuing resolutions and sequestration events during the 2011 &ndash; 2014 time frame reduced and delayed government purchases of products and services from small business owners operating in the federal sector. These actions affected the survivability of many federal sector small businesses, yet some leaders thrived and grew their firm&rsquo;s revenues while others struggled or failed while operating under the same economic conditions. Exploring the successful actions that enabled leadership effectiveness during this time frame and under these business conditions was the dominant activity in this study. Examples of success practices included the use of rolling forecasts for financial planning because leaders must adjust monthly to unpredictable revenue streams resulting from federal budget uncertainty. Leaders must acquire and operate government-approved business management systems, follow un-optimized business processes codified throughout federal regulations, and invest in employees&rsquo; education and experience so each meets minimum eligibility requirements for working on contracts. Leaders must also manage the real risk of the federal government terminating their contracts without explanation for its own convenience, and losing competitively awarded contracts in instances in which the government decides to insource that work from the contractor for its own benefit. The successful practices of federal sector small business leaders identified in this study are nuanced from commercial sector practices. This new research may facilitate the refining of operating models applicable for both the federal and commercial business sectors, with such understanding benefiting and enabling greater business success among struggling federal sector small business owners and leaders.</p>

<p> Leaders are frequently called to apologize on behalf of their organizations, in some cases skillfully resolving episodes of failure while meeting the unique, competing needs of diverse stakeholders. However, too often leaders handle apology poorly, exacerbating tense situations and alienating key constituents. This study is an examination of the practice of apology as a leadership behavior in an organizational context. To answer the question, <i>How might the existing literatures on apology be examined, integrated and refocused to apply specifically to leaders operating within an organizational context </i>? the study provides a meta-analysis of the diverse literatures that address the practice of apology. Examining literature from theology and philosophy, the social sciences, law, public relations and organizational management, the study builds a framework to understand and evaluate apology and its appropriate application to episodes of organizational failure. The literature integration and analysis demonstrates a diversity of perspectives on the definition of apology, its purpose and goals, the modes through which apology is delivered, the process or steps involved in apology, and the alternatives to apology. Using the adaptive leadership framework and a stakeholder management perspective on organization, the research is organized around the unique and distinct needs of organizational leaders. The Organizational Apology Model, offered in Chapter 5, provides a robust set of tools and examples designed to support organizational leaders considering the practice of apology.</p>

<p> This case study examines response to organizational change and the structuring interactions between knowledgeable agents and organizational context. The conceptual framework for this study combines Piderit&rsquo;s (2000) concept of multidimensional resistance to change and Stones&rsquo; (2005) strong structuration theory in order to investigate external and internal structures and active agency. The research site was a small regional hospital within a large mid-Atlantic health system. The health system introduced a new online reporting system (ORS) in February 2014. This empirical study examined the file manager&rsquo;s response to ORS change within the organization. Data was collected through observations, documents and interviews with the health system leadership, ORS change agents, and file managers. Stones&rsquo; (2005) methodological bracketing approach guided the data collection and analysis. </p><p> The study identified the organizational contextual features that shaped the file managers response to organizational change. The findings present the structuring interactions between the internal and external structures as displayed through the active agency of the file managers. By examining the active agency between structures, five primary structuring interactions were identified as shaping the file managers&rsquo; response to the ORS change: (1) alignment of values, (2) prioritization, (3) influence, (4) engagement, and (5) managing tension. This study demonstrated that structuring interactions influence the active agency of the file managers related to the ORS change, and shaped file managers multidimensional response to the ORS change across cognitive, emotional, intentional and behavioral dimensions.</p>

Thesis (Ph.D) -- Australian National University, 2005.

Thesis (Ph.D.)--Hong Kong University of Science and Technology, 2005. / Includes bibliographical references (leaves 122-134). Also available in electronic version.

<p> This qualitative study on fun in the workplace explored the phenomenon from a new vantage point, the individual&rsquo;s experience of a management-sponsored fun event across a time horizon. The research in the field has sought understanding of fun by identifying different ways employees have fun at work, categorizing the sources of fun at work, and progressing toward a more unified definition of what fun in the workplace encompasses. This study accepted the existing research linking fun in the workplace to improved engagement, improved retention rates, applicant attraction, and many other beneficial organizational outcomes. Notwithstanding all these benefits, the qualitative research has issued warnings about management-sponsored fun in the workplace, proposing that it can foster cynicism and negativity at the same time it is creating more positive outcomes. This study aimed to add to the body of research by exploring the individual experience of fun in the workplace across a time horizon. To do this, this study gathered descriptions from employees about their thoughts and feelings before, during, and after the experience of a management-sponsored fun event. The data were collected using semi-structured in-depth interviews of 28 individuals at four different mid-sized companies. Through a thematic analysis of these data four findings are presented: participants experience an anticipatory period before fun events; they articulate the importance of breaking with the mundane and deeper connections with coworkers; they perceive a manifestation of organization values at these events; and they exhibit very minimal evidence of cynicism or negativity related to these events. Implications for organizations and future researchers are proposed.</p><p>

<p> This research builds upon arguments for the use of the psychological theory of adult vertical development to transform traditional organizational practices of leadership development, and build leaders needed for the future. The purpose of this study is to understand the current state of vertical development theories in organizational leadership development practices. Specifically, the research considers what strategies and practices are being used, and what challenges practitioners have faced in implementation. It was found that an organization&rsquo;s success in implementing vertical development largely depended on three factors: 1) overall leadership development strategy, 2) ability to overcome new variations of organizational challenges that have long impeded leadership development, and 3) degree to which vertical development theories are used in practice. The details of this research illustrate that accelerating leadership capacity of an organization through the implementation of vertical development requires significant organizational commitment and change, and likely a new perspective on organizational change itself.</p><p>

<p>High tech companies face continual pressures to innovate, differentiate, and be first to market. Open innovation allows organizations to focus on their core competencies while developing strategic alliances that create win-win relationships and competitive advantages for all parties involved. However, open innovation introduces certain risks and challenges and a consistent framework for open innovation is lacking. This study developed a high-level framework for planning and executing open innovation within the high tech industry. A convenience sample of nine managers experienced in the high tech industry experience and open innovation were interviewed about their perspectives, experiences, and approaches related to open innovation. Results confirmed the lack of open innovation roadmaps or playbooks in use, due to the inherent uncertainty and complexity of open innovation. Diligent vetting of partnerships is critical for success in open innovation, as incompatible partner characteristics can undermine the success of such initiatives.

<p> This qualitative exploratory single case study was completed to analyze the role of how middle managers evaluate coaching ability of front-line supervisors, address unsuccessful coaching, and learn how those determinants factor into the manager&rsquo;s employment decision respective to retaining or hiring a front-line supervisor. The investigation occurred at a regional company in the Midwest of the United States that had previously attempted to enact a coaching culture program. Focus was placed on senior leaders and hiring/middle manager viewpoints and interviews were conducted with nine middle managers and three senior leaders. Additional data points included document analysis, direct observation, and expert testimony from a consultant who had worked with over 100 companies to implement a coaching culture. Data were analyzed through an eclectic two-phase coding system with emphasis upon hypothesis coding, word frequency, and thematic coding reassembly. Identified themes were then investigated through a lens of assertion development, and decision modeling. Five critical conclusions emerged and those findings aligned to how companies evaluate coaching ability and use those assessments in hiring decisions. Each of the five findings have a direct effect on the success of implementing a coaching culture. (1) Leaders should fully align on organizational coaching expectations, behaviors, and definitions. (2) Organizations need a robust coaching supervision program to evaluate current front-line supervisors. (3) Companies need to develop a comprehensive interviewing process to ascertain the coaching ability of potential candidates for the front-line supervisor role. (4) Leaders should also mitigate factors that inhibit coaching activity particularly emphasizing the importance of the coaching dyad. (5) Companies need to ensure the quality and consistency of coaching throughout the organization.</p><p>