<p> This mixed methods research was designed to explore the factors that most impact the job satisfaction of contemporary Administrative and Executive Assistants in the United States. As part of a convergent parallel analysis, quantitative survey data and qualitative interviews were collected to correlate cognitive and affective results for an in-depth analysis. The Minnesota Satisfaction Questionnaire (MSQ) was used to examine 20 different factors of job satisfaction. Three sets of data were collected: current levels of job satisfaction for each factor, self-ranked lists of the factors indicating which factors are most-to-least important to respondents, and frequency with which factors were discussed by participants in the interviews. Anecdotal information from the interviews provided context to the data sets. The most impactful factors for this employee group were intrinsic factors, identified to be: <i>Co-Workers, Ability Utilization, Achievement</i>, and <i> Responsibility</i>. It was also reported that <i>Responsibility </i> acts as an antecedent factor to both <i>Ability Utilization </i> and <i>Achievement</i>. The least impactful factor was an extrinsic one: <i>Working Conditions</i>, while other factors that were identified to be low-impact require more research to validate. Three actionable recommendations were proposed for organizations as they seek to hire and retain administrative talent, and several related research topics were proposed.</p><p>

<p> The multigenerational workforce offers a wide landscape of knowledge and successful practices that can propel organizational success. Currently, however, only 20% of organizations have a formal, strategic program in place for fostering intergenerational interaction. By overlooking intergenerational strategies, organizations are not experiencing the tangible results derived from harnessing the strengths offered by each generation and across the generational spectrum. This dissertation focuses on building what can be termed the interactional bandwidth of cross-generational relationships through the use of ontological principles and leadership development resources: the Gallup organization&rsquo;s Clifton StrengthsFinder and the Myers &amp; Briggs Foundation&rsquo;s Myers-Briggs Type Indicator. Through addressing and understanding sources of motivation, values, communication preferences, and thought processes, individuals are able to form intricate connections with the potential to cultivate ontological security, transcendent self-actualization, meaningful work, ethics and accountability, emotional intelligence, and organizational prosperity. Facilitating intergenerational interaction offers organizations insight into better leveraging their workforce to deliver optimum results while benefiting the individuals that support them. </p><p>

<p> The health care industry is moving from a volume-based, fee-for-service financial reimbursement system to a value-based purchasing model. These changes have caused substantial challenges in the delivery of care. Hospital leaders must conduct business differently to lower cost, improve safety outcomes, and be more efficient and effective. </p><p> Numerous studies show engaged employees improve operational performance. Past studies point to leaders with high emotional intelligence who are effective at engaging employees. The purpose of this study was to determine if there is a statistically significant correlation between frontline managers and supervisors&rsquo; emotional intelligence and the degree of engagement of their direct reports. </p><p> The research questions were: (a) what is the level of employee engagement among those who participated in the study, (b) what is the level of emotional intelligence of the frontline managers and supervisors who participated in the study, and (c) using inferential statistics, is there a statistically significant correlation between emotional intelligence of frontline managers and supervisors and the employee engagement of their direct reports. </p><p> The study used non-experimental, quantitative analytics to test the hypothesis. A bivariate correlation procedure called Pearson&rsquo;s Product-Moment Correlation was used to determine the potential relationship between the emotional intelligence of 24 frontline managers and supervisors and employee engagement of their direct reports, totaling 585 employees. Though a favorable, moderate correlation was found with a Pearson r of 0.39267 at a p value of 0.0577, the hypothesis was denied. The favorable correlated relationship found supports the growing scholarly work. </p><p> Future studies may provide greater understanding and value of the relationship between emotional intelligence and employee engagement. Additional recommendations were made to improve organizational performance through leadership development, recruitment, culture engineering, and ongoing assessment of managerial effectiveness. </p>

<p>The purpose of the present study is investigating whether gender identity (masculinity and femininity) has an effect on women?s career choices (STEM or non-STEM), and their person-environment fit, job satisfaction, and turnover intentions with their choices. One-hundred eight-two female employees recruited via Amazon?s Mechanical Turk and a snowball/network sampling strategy completed an online survey. The results supported that masculine females were more represented in STEM jobs. However, feminine females were not more represented in non-STEM jobs. Furthermore, results revealed that higher person environment fit resulted with higher job satisfaction and lower turnover intentions for female employees. However, there were no significant relationship between gender identity, and person-environment fit, job satisfaction, and turnover intentions. These results suggest that gender identity may affect female employees? career decisions, and their person-environment fit is important for their job satisfaction and turnover intentions.

<p> For women of all ages, but specifically, for millennial-age women heading into the workforce, or already within it, equality is of critical importance for them to have successful careers and to move into leadership roles (Flood, 2015). Millennial-age women are entering the workforce in almost equal numbers to men. However, women remain highly underrepresented at leadership levels, and gender inequality is still a significant issue (Ely, Ibarra, &amp; Kolb, 2011; Kelan, 2012; Twenge, 2010). The greater number of women in the workforce does not correlate with a shift in women in leadership roles. It is argued that the underrepresentation of women in senior positions is just a matter of time; it will even out over time due to larger numbers of millennial women with university degrees coming into the workforce (Organisation for Economic Co-operation and Development [OECD], 2012). Gender equality, and diversity and inclusion programs have been in the workplace for a considerable amount of time, yet the pace of change toward equality in the workplace is very slow, especially at the senior leadership levels.</p><p> The purpose of this study is to explore the status of millennial-age women in relation to business leadership to understand the increases, decreases, or neutrality in the numbers within leadership since they entered the workforce. Additionally, this paper looks at a new program introduced by the United Nations (UN) Women, &ldquo;HeForShe IMPACT 10&times;10&times;10,&rdquo; designed to help drive men&rsquo;s awareness of the issues of inequality of women in the workplace, and ultimately to help resolve these challenges. This body of work explores to what extent, if any, there were changes to the number of women leaders within an outlined 15-year period where millennial women entered the workforce, from the years 2001 to 2015 within the 10 companies participating as the UN&rsquo;s IMPACT Champion corporations. This study sets a foundation for future studies to track the UN&rsquo;s progress with this initiative how it may or may not impact millennial women.</p>

Thesis (M.A.)--West Virginia University, 2002. / Title from document title page. Document formatted into pages; contains iv, 27 p. Includes abstract. Includes bibliographical references (p. 21-24).

<p> Accountability in healthcare tends to dominate discussions focused on improving the quality of care, the experience of patients, pay-for-performance, and engaging employees to produce positive performance outcomes. Organizational leaders are held to answer to external regulatory agencies about performance outcomes based on prescribed standards. Frequently, these agencies adopt a punitive approach by imposing rewards and penalties for achieving or failing to meet the performance standards. Furthering the challenges, organizational leaders are expected to model accountability, hold employees accountable, and be a source for inspiration and motivation. The purpose of this qualitative action research study was to examine person-centered accountability (PCA), or the use of positive leadership, positive practices, and positive emotions, as a complementary approach to regulatory-centered accountability (RCA). Six workshops influenced by appreciative inquiry, a practice period, participant journals, interviews and the use of a portable biofeedback device to measure positive emotions were all utilized to develop an understanding of participant&rsquo;s experiences and perceptions about the value of PCA and RCA. Participants were clinical and non-clinical leaders at a Midwest medical center. Results from this study revealed the participants&rsquo; perception about the holistic and interdependent nature of PCA and RCA. Integrating PCA and RCA requires a change in philosophies as well as day-to-day accountability practices. Leaders and employees need to use both PCA and RCA to improve performance outcomes, therefore, it is important to create an organizational reset to change beliefs about accountability, build leadership capacity, and invest in employees. Future research is needed to evaluate the long-term impact of PCA and RCA on performance outcomes in and out of healthcare.</p>

<p> The healthcare environment, specifically hospitals, face a turbulent environment and external forces that present difficult challenges to leaders. Hospital leaders are required to do more with less and navigate to ensure a profitable bottom line and high ratings of patient satisfaction. However, viewing solutions, such as developing a new force of leaders, to navigate through such a hostile environment may not be the only answer. This study seeks not to understand the leader solely, but is focused on the leadership process and the effect followers create due to their behaviors and attributes that influence leaders. </p><p> The study draws from the scholarship of positive organizational behavior particularly that of its positive construct of Psychological Capital and followership theories. In order to understand the follower&rsquo;s influence on the leader, the study uses quantitative methods to analyze the Psychological Capital Questionnaire and the Multifactor Leadership Questionnaire instruments to identify a relationship between followers Psychological Capital and the followers&rsquo; rating of leadership behavior inclusive of transformational and transactional leadership and laissez-faire. </p><p> The results of the study concluded that there is a positive relationship between Psychological Capital and the leadership dimensions scales from the Multifactor Leadership Questionnaire as both rated by the follower, but no statistical correlation significance. There was a significant correlation in regards to follower demographics and leaders behavior as rated by the follower. </p>

<p> Cultural identity and resource availability aspects in traditional leadership development literature remain understudied, especially among minority populations like Asian immigrants. This study explores the leadership journeys of 24 United States immigrants from China, India and the Philippines using a phenomenological approach, primarily with semi-structured interviews. Experiences of 18 additional immigrant leaders published in popular media were also analyzed. </p><p> Data from the study reveals that Asian migrants&rsquo; roads to leadership in U.S. organizations are heterogeneous and characterized by either linear or nonlinear, overlapping phases of leader development where migrant leaders overcome assimilation challenges and leverage their unique, individual human capital to intersect with organizational level capital in order to enhance their chances of success. Findings suggestive of a relationship between leveraged or suppressed cultural traits and leadership styles are also explored. </p><p> Drawing from theories rooted in behavioral economics and psychology, the study demonstrates that Asian leader pathways reflect an adaptation process that appears to interact in complex ways with individual, organizational, and societal resources available to them. Theoretical and practical implications are drawn and future research directions are recommended.</p><p>

<p> Much of the research on employee voice has focused on voice as a property of the individual, emphasizing the characteristics of front line, individual employees, and leader behaviour that enables or constrains voice. This qualitative study explored the lived experience of mid-level managers speaking up to their supervisors with the aim of understanding how managers experience and make sense of speaking up in the workplace, and the relational and contextual factors that enable or constrain voice. </p><p> Semi-structured interviews were conducted with 17 senior and mid-level academic managers from 12 higher education institutions across Canada and the United States during which participants described positive and negative experiences of speaking up. Thematic analysis of transcribed narrative accounts (both inductive and deductive coding), combined with coding of participant figurative language and resonant metaphors provided rich, vivid, descriptions of participant experiences. </p><p> Two storylines emerged from the analysis. The <i>pulling together </i> narrative, based on positive experiences, described how leaders contributed to a relational context characterized by a sense of relational equality that enabled voice. The <i>standing apart</i> narrative, based on negative experiences, described how leaders contributed to a relational context that constrained voice. As a consequence, managers experienced moral distress which suppressed voice. </p><p> This study highlights the importance of the relational context in enabling and constraining voice, and demonstrates how authority-ranking social relations shape the relational context that constrains voice. Findings suggest that a positive relational context may be an important enabler of voice, while a negative relational context constrains voice and contributes to moral distress. Recommendations for future research and implications for leadership practice are addressed.</p><p>