<p> This study investigated the knowledge, motivation, and organizational elements necessary for understanding the implications of happiness on performance in the workplace. Using the Clark and Estes (2008) gap analysis, a set of knowledge, motivation, and organizational assumed influences were documented based on the support of literature and generated hypotheses. Subsequently, data was collected through interviews and surveys and triangulated via observations. A subset of the assumed influences were validated based on collected data, indicating that while happiness is not a clear indicator of performance, it does have a direct correlation with an individual&rsquo;s desire to go above and beyond expected responsibilities, particularly as it relates to embedding creativity in assignments.</p><p>

<p> The purpose of this qualitative, single case study was to understand leadership behaviors that motivate internal stakeholders to trust a leader&rsquo;s vision, embrace change, facilitate employee willingness to passionately implement actions needed for an organizational change initiative and willingly sustain a change initiative. A sample of 20 internal stakeholders was studied, five leaders and 15 followers within an organization of 800+ employees, located in the southwestern region of the United States, which is currently undergoing a change initiative. The research questions were based upon Kurt Lewin&rsquo;s three-step model of change: unfreezing, transitioning, and refreezing. This research asked how leadership behaviors facilitated employee willingness to trust a leader&rsquo;s vision and embrace change, passionately implement actions needed for a change, and sustain a change initiative, making an implemented initiative the new normal for the organization. Three themes emerged to address the research questions: 1) know your audience and walk your talk; 2) communication, vision, trust, and buy-in; and 3) residual passion and perseverance. Findings suggested that leadership behaviors influence internal stakeholders in relation to a change initiative and that leaders who are hands-on, consistent, and demonstrate a clear vision increased the possibility of gleaning passion and trust to increase the potential for success during an organizational change initiative. </p><p>

<p> The pastoral care ministry in one Catholic parish recently experienced transitional leadership changes. The assignment of a different parish priest and new coordinators of the Pastoral Care Ministry presented the opportunity to explore new and diverse ideas for improvement in process, faith formation, and sustainable change. Implementing an action research inquiry (AIM) was a perfect opportunity to create synergy and cohesion for all involved and to explore what additional resources and support are needed with the ministry. Our results identified many improvements to continue to work on, but more importantly, through cycles of action and reflection we built relationships and developed a community of practice (COP) with the coordinators and the pastoral care ministers. Trust was established, allowing for vulnerability, new ideas, and confidence in our efforts to seek improvement, training, and faith formation within the group.</p><p>

<p> Leadership transition literature indicated that nonprofit sector current leaders lack understanding of proper ways to make use of relevant management leadership techniques to develop new leaders. New leaders replacing retiring organizational leaders lacked managerial experience and training needed to lead employees and manage organizational resources. The purpose of this study was to explore, understand, and interpret leadership supportive systems techniques that characterize &ldquo;Plan A,&rdquo; vision used for professional development of aspiring nonprofit executives for capacity building of critical leadership skills and management of networking functions toward organizational sustainability. The conceptual framework of this study focused on supportive systems leadership development theory, nontraditional leadership development theory, and &ldquo;Plan A&rdquo; leadership development theory. The study adopted qualitative exploratory-interpretive case study to generate research data through surveys, document analyses, interviews, and focus group discussions for research questions 1 and 2. Data generated were analyzed using embedded thematic data analysis strategy and qualitative NVivo 11 software. The major integrated themes that emerged characterizing the unique features of &ldquo;Plan A&rdquo; vision of nontraditional leadership development techniques were: (a) vision and leadership empowerment, (b) performance and feedback, (c) efficiency and conflict management, and (d) effective communication between leaders and aspiring executives in the workplace. The study contributed to nonprofit leadership transition by interpreting and providing in-depth understanding of leadership development roles that involved leadership development persuasion, collaboration, consultation, and encouragement for aspiring executives to seek leadership roles within the nonprofit management team. </p><p>

<p> Attrition, especially premature turnover, is a problem faced by many organizations. Homeland Security Investigations (HSI) is a major investigative directorate within the U.S. Department of Homeland Security. This directorate was formed in 2003 as the result of the merger of the legacy investigative divisions of the U.S. Immigration and U.S. Customs Services. Premature attrition appears to be an ongoing concern within HSI, which potentially threatens the mandate of the agency to enforce numerous federal laws. Researchers have asserted that transformational leadership, especially in the wake of major organizational change, can increase employee commitment and reduce attrition; however, there is little or no literature related to the relationship between leadership style and premature attrition from HSI, or in federal law enforcement generally. The researcher used a quantitative study and a slightly modified version of the Multifactor Leadership Questionnaire-5X Short to survey a convenience sample of HSI special agents in the South Florida area to assess the impact of leadership style and historical or anticipated premature attrition. The resultant data was subjected to a logistic regression analysis using the Statistical Package for the Social Sciences (SPSS). The analysis revealed that leadership style was not a statistically significant factor in identifying past or anticipated attrition; however, the small sample size and the possibility of confounding factors, such as physical, psychosocial, or financial, were important limitations of the study. This study, while yielding unexpected findings, provided one of the first known examinations of the connection between leadership style and premature attrition in federal law enforcement, and serves as a starting point for additional future inquiry.</p><p>

<p> The purpose of this research study was to identify leadership strategies and practices for overcoming adversity in military organizations. This entailed determining what challenges military leaders face in implementing practices aimed at fostering resilience in their organizations. Also examined was how military leaders measure success at fostering resilience in their organizations. Finally, this study considered what recommendations military leaders would make to aspiring leaders wanting to foster resilience in their own organizations in the future. The researcher used a phenomenological approach that incorporated interviews and content analysis. The population for this study was United States Marine Corps infantry officers who commanded battalions in a war zone in Iraq or Afghanistan between 2003 and 2014. The results of this study suggest that the personal attributes that enable military leaders to overcome adversity during combat operations are: (1) educated and trained, (2) physically fit, and (3) believing in God. This study suggests that the foundational practices for overcoming adversity in military organizations are: (1) build cohesion in the organization by conducting small unit training, (2) create a positive command climate in the organization, and (3) instill a sense of purpose in the organization. This study suggests that the pre-deployment practices for fostering resilience in military organizations are: (1) demonstrate character to subordinates, (2) win the affection of subordinates, (3) design training for the organization that builds competence and confidence, (4) design realistic training for the organization that creates adversity, and (5) manage expectations about war. This study suggests that the deployment practices for overcoming adversity in military organizations are: (1) share in the danger with subordinates, (2) be calm and confident on the battlefield, (3) focus on the mission, (4) do not second-guess decisions, (5) talk about the casualties and killing, (6) keep the unit moving after casualties and killing, (7) keep subordinates informed, and (8) empower small unit leadership.</p><p>

<p> Recent negatively publicized police-citizen interactions in the media, followed by a subsequent rise in crime rates in the United States, has been named the Ferguson Effect. The Ferguson Effect has been explored by prominent scholars in the criminal justice community; however, little is known about how police officers in small police agencies perceive the Ferguson Effect. The purpose of this qualitative phenomenological study was to explore the perceptions and lived experiences of police officers regarding the Ferguson Effect in small police agencies, as well as police officers&rsquo; perceptions of their own organizational justice. The theoretical framework for this study was Greenberg&rsquo;s theory of organizational justice. Research questions focused on exploring police officers&rsquo; perceptions, attitudes, and experiences of the Ferguson Effect phenomenon and willingness to partner with the community. A qualitative phenomenological study design was employed, using purposeful random sampling and semistructured interviews of 9 active sworn law enforcement personnel in southcentral Virginia. Data were analyzed through In Vivo coding, pattern coding, and structural analysis utilizing NVivo 11 Pro. Themes included: (a) racial division, (b) rush to judgment, and (c) steadfast leadership. Findings indicated participants demanded clear and fair policies and procedures from leadership, increased effort of transparency in policing, feelings of racial tension, and the need to regain community trust post-Ferguson. Implications for social change include refinement and development of leadership training for police leadership and refinement in organizational policies that support fairness, community engagement, and community interaction.</p><p>

<p> Researchers and practitioners continue to study the causes of high consequence failures in complex socio-technical systems. Often linear causal pathways are identified in investigations that blame individual human error, or technical malfunctions. This study represents a significant expansion in the analysis of high profile accidents, crimes, crises, and tragedies to accommodate system complexity. Presented is a model of socio-technical system wholeness that provides an integral framework with which socio-technical system deficiencies are analyzed. The research questions if lack of systemic wholeness is the cause for selected high profile events.</p><p> This case study used historical documents pertaining to 13 actual events that included espionage, high consequence accidents, mass killings, and the response to natural disasters. The documentation included government commission reports and previously recorded interviews. A hermeneutic analysis method guided the iterative development of deficiency codes. These codes were assigned to key statements in the documentation that described the varied deficiencies. The qualitative analysis software, Atlas.ti aided in the coding of approximately 5,000 of pages of documentation. Deficiency codes were then organized and the highest frequency codes are listed and are also shown graphically on the integral model, to reveal characteristic patterns.</p><p> In all of the cases, significant deficiencies are shown in all dimensions of the integral wholeness model. Deficiencies are described as systemic holes and shadow aspects. Holes and shadow aspects form patterns within and among cases, spanning the various subject areas. Systemic boundaries pertaining to each case are also described using the wholeness model. In several of the cases, multiple systems are shown with systemic links. Deficiencies in the links were also identified from the data and are presented.</p><p> The dynamic process of movement towards socio-technical systems wholeness is perpetual. It is also essential when the consequence of socio-technical systems failure threatens individuals, communities or the natural environment. The research shows the need for constant vigilance and attention to holes in protective defenses, and reconciliation with shadow aspects to avert systemic failure. This research has a broad span. Additional research opportunities include using this wholeness model for in-depth analysis of single socio-technical system prior to failure</p>

<p> High turnover of child welfare workers is a problem to the children and families that receive services and the child welfare organizations that lose their staff. For children and their families, turnover of their assigned worker may interrupt their ability to achieve their permanency goals. Child welfare organizations encounter high costs for hiring staff due to the turnover and the staff that remain suffer with higher caseloads and not being able to provide the quality of services that they should be able to offer. The purpose of this phenomenological study was to understand the lived experiences of child welfare workers who remained with the same employer for 3 years or more. The conceptual framework consisted of 2 theories: organizational climate and organizational culture theory. Two focus groups, consisting of 3 participants from an urban community and 5 participants from a rural community, were used. A snowball sampling method was used to obtain the sample. A content analysis was conducted to discover major and minor themes. This study revealed that 5 factors contribute toward retention: a) caseload size; b) educational background and training; c) recruitment, screening, and selection; d) supervisory support; and e) peer support were supported by all 8 participants. In addition, a new factor of self-care emerged as a result of this study. While all the child welfare workers experienced all the factors that could have resulted in their turnover, due to implementation of self-care techniques they ended up remaining from 3 years to 13 years. Exploring self-care as an answer toward retention is worth exploring and can contribute toward social change in the field of child welfare.</p><p>

<p> Relational capacity within cross-functional groups is increasingly understood to mediate a variety of performance outcomes. Relational coordination, a specific measure and theory of organizational performance in interdependent cross-functional groups with integrated tasks, has been associated with better performance outcomes especially under conditions of uncertainty and time pressure (Gittell, 2016). Understanding underlying factors and processes that contribute to increased relational coordination in terms of opportunity tension (Lichtenstein, 2014), focus theory (Feld, 1981), and positive organizational scholarship (Dutton &amp; Ragins, 2007) from a multilevel research perspective (Kozlowski &amp; Klein, 2000) may extend the theory and offers the possibility of designing more effective change interventions. </p><p> This single exploratory case study focused on a hospital Intensive Care Unit (ICU) that had demonstrated increased relational coordination as a result of change interventions. Case study method was suited to this &ldquo;how&rdquo; and &ldquo;why&rdquo; research question. During a single week, 15 ICU participants were interviewed on-site. Video interviews of 8 consultants, expert in relational coordination interventions from a variety of settings, situated the case in a larger context. </p><p> Transcripts were coded producing 35 descriptors that were ranked by frequency. The following 5 analytic categories of significant factors and processes emerged: (a) opportunity tension, (b) relational factors, (c) sensemaking, (d) focal activity, and (e) contextual factors. Additionally, 2 emergent themes developed: (a) factors and processes are causally linked in a mesh of interdependency, and (b) occur at multiple levels and multiple scales. </p><p> The major contribution of this study was an interoperability model of the 5 analytic categories of factors as a multilevel causal mesh to increase relational coordination. Contextual factors help create the container for focal activities that build relationships and the safety for continuous learning and sensemaking. At every point in the process, opportunity tension stimulated action. The analytic category model led to 22 recommendations that inform future change intervention designs. More specific research into each of the 5 analytic categories is needed to validate the findings and increase the resolution of how the factors are involved in the processes. Exciting future directions include leveraging positive organizational scholarship and harvesting relational coordination field practices to deepen theory.</p><p>