<p> As millennials and young adults under the age of 40 become the growing majority, it is critical to understand their leadership profile, the workplace challenges they face, and their strategies for overcoming obstacles as young leaders. Specifically, in healthcare, the rapidly changing industry presents internal and external environmental challenges that must be handled in the most professional and proficient manner to be an effective leader. As such, the purpose of this study is to gather best strategies and practices that healthcare leaders under the age of 40 can adopt for their respective organizations. There are 4 research questions that address the research study&rsquo;s purpose: (a) strategies and practices employed by healthcare leaders under 40, (b) challenges faced by healthcare leaders under 40, (c) definition and measurement of leadership success and organizational performance, and (d) recommendations for young aspiring leaders. 15 healthcare leaders under the age of 40 participated in the research study and responded to 12 questions in a semi-structured interview format. The results of the phenomenological qualitative study yielded 62 themes. In particular, the following emerged as top themes with regard to strategies and practices: servant leadership, authentic leadership, transformational leadership, emotional intelligence. Challenges faced by healthcare leaders included regulatory changes, healthcare reform, competing priorities, managing financial and human capital, and managing change. In terms of managing resistance to change, a four-part framework was developed through the following themes: educate people on the change, engage people in the process, listen and empathize, build a guiding coalition. As for obstacles experienced by young leaders, themes included proving credibility, perceptions of youth, lack of experience or knowledge. 60% stated that their definition of leadership success would be based on team development and success, followed by organizational success, personal achievement, and reduced staff turnover. A high performing organization focused on quality, engaging the workforce, patient experience, cost savings, financial growth and stability, and community outreach. To measure and track organizational performance, key performance indicators, dashboards, and balance scorecards were mentioned. The research study wrapped up with advice for young aspiring leaders with emotional intelligence emerging as a top theme. </p><p>

<p> This preamble study asks whether amplifying our embodied knowing may heighten our ability to sense the complex adaptive patterns in our daily lives. Embodied cognitivists argue nothing that qualifies as thinking was not itself first borne of our physical engagement with the natural world. In this stance, all knowledge is seen as corporeal in nature and thus generated from our intersubjective relationships with the world about us. As such, embodied perception is believed to be direct, veridical, and unmediated by the brain alone. This study also reinforces a growing consensus that the dominant locus for perceiving complex adaptive patterns is achieved through nonconscious rather than conscious processes. Consequently, this research marries the literatures of embodied cognition, nonconscious perception, and complexity to generate an original investigation into how manipulating these relationships could improve our abilities to access, sift through, and act more wisely in the patterns that matter the most. While attempts to establish a clear empirical connection amongst these phenomena were less than conclusive, this inaugural study also makes useful contributions in (a) reframing the array of literature around embodiment into a single, monist conception called the Mind, Body, Environment (MBE) Continuum; (b) lessons learned designing macro-level empirical research into nonconscious embodied perception; (c) providing an inaugural dataset upon which to build future inquiry into this domain, and finally (d) augmenting and testing a non-traditional research methodology called distributed ethnography commensurate to the unique nature of this inquiry.</p><p>

<p> In his 1961 farewell address to the nation, President Dwight D. Eisenhower explained how a &ldquo;technological revolution during recent decades&rdquo; was &ldquo;largely responsible for the sweeping changes in our industrial-military posture.&rdquo; As a result, this dissertation considers how and why post-WWII industrial research became, according to Eisenhower, &ldquo;more formalized, complex, and costly.&rdquo; The origins and characteristics of a paradigm shift in how American corporations conducted research are identified by comparing changes in R&amp;D at the B.F. Goodrich Company from 1941 through 1960 to similar developments at the 200 largest U.S. industrial manufacturers in 1948. </p><p> For large-scale firms, WWII mobilization escalated into a crisis when federal attempts to organize industry for wartime and postwar production threatened to break down barriers to entry and increase competition in the marketplace. As a participant in the government&rsquo;s synthetic rubber program, B.F. Goodrich was required to share patents and technical expertise with federal agencies and other rubber, oil, and chemical companies. Fearing that these exchanges might undermine its competitive advantages in rubber manufacturing, Goodrich reorganized its R&amp;D departments and constructed a new research center by 1948 as part of its strategic transformation from an industrial corporation that refined and fabricated one particular raw material (rubber) to a <i>research company</i> with diverse product lines in rubber goods <i>and</i> chemically related sectors.</p><p> Likewise, an analysis of the 200 largest U.S. industrial manufacturers in 1948 reveals that from 1941 through 1960, nearly every one of these firms constructed new research facilities, hired armies of scientists and technicians, and implemented some type of product diversification strategy in order to hedge against the uncertainties of an evolving postwar political economy. These research facilities were themselves small-scale, brick-and-mortar &ldquo;military-industrial complexes&rdquo; where the technical and functional capabilities of large corporations were enhanced by managers and scientists who not only secured funding in the form of government contracts, but also coordinated the activities of corporate and university laboratories to achieve technological innovation.</p><p>

<p> This study explores the basic assumptions, beliefs, and occupational values of California Fire Technology Directors as they influence and socialize the next generation of firefighters entering the fire service. Definitions of industry culture, occupational culture, and organizational culture were applied to the fire service as well as the influence that heritage, traditions, values, meaning, and context play in the socialization process. Research methodology included emic and etic data collection techniques that documented the opinions and observations of the study group. Data from the Organizational Culture Assessment Instrument (OCAI) along with descriptive data collected during an ethnographic interview provides a window to the world of firefighting. Findings show that the beliefs and core-values of the Fire Technology Directors are influencing the next generation of emergency responders. Their ideas and beliefs opens the conversation on how to best adapt the industry to accommodate the incoming generation who own a different set of values, experiences, and beliefs. </p><p>

<p> Code for America Fellowships pair technologists with local city governments to develop digital tools that support how governments provide service to their communities. The lack of project sustainability following these Fellowships has been a source of dissatisfaction for both Fellows and clients. Code for America supports each Fellow with technical training, but provides no training on consulting techniques that help clients sustain the changes or new technology being introduced. The purpose of this action research study was to determine the efficacy of a collaborative consultation module for the Fellows at Code for America. To gather data, surveys, interviews and analysis of Fellow and client project satisfaction were conducted. Findings will inform improvements to future consultation skills training and identify activities or approaches that can enhance project sustainability.</p><p>

<p> This study uses mixed methods research to explore the phenomenon of partnerships between higher education institutions (HEIs) and nonprofit organizations (NPOs) focused on improving college access for diverse populations. Using available quantitative data, interviews and documentary evidence collected from nonprofit, four-year, private and public HEIs in Pennsylvania, this research seeks to understand whether relationships between HEIs and NPOs are a common feature of the college access landscape; how institutions understand relationships with college access nonprofits; how they use relationships to achieve particular goals including and in addition to improving college access for diverse populations; and what motivates institutions to engage in and sustain relationships. This research also considers whether there are relationships between institutional characteristics and undergraduate student diversity. Drawing from theoretical literature on the antecedents to partnership formation developed within the field of business and from organizational learning theory, this study finds that there is little agreement on what constitutes a relationship between HEIs and NPOs and a &ldquo;college access nonprofit&rdquo;; that HEIs rarely articulate specific, measurable goals for the enrollment of diverse populations; that relationships are used to improve direct and indirect access to students, to build trust in HEIs, to fill perceived deficits for students and families, and to address demographic pressures. Furthermore, the study finds that relationships&rsquo; effectiveness is rarely measured and that ties between entities are rarely severed, except in the case of extreme failure to meet expectations. The findings of this study suggest that what HEIs refer to relationships are instead &ldquo;less formal dyadic linkages.&rdquo; HEIs forms ties to NPOs primarily in the pursuit of enhanced institutional legitimacy with respect to the recruitment of diverse students, which is perceived to enhance institutions&rsquo; ability to recruit these students with greater efficiency. Relationships are also perceived to have potential to contribute to HEI&rsquo;s ability to develop a pipeline of students. In addition, this study finds that the exploitation aspect of organizational learning helps explain relationship formation between HEIs and NPOs.</p>

<p> This dissertation examines perceptions of purpose in family foundations and the impact of differences in those perceptions on family foundation board composition/function and on grant making activities. One of the primary decisions facing the donor who creates a private foundation relates to governance. Here, the donor arguably faces a deeply personal choice: to what extent should the donor&rsquo;s family be involved? Related to this choice is the question of the degree of focus on the mission-related aspects of the organization or the family-related aspects of the organization. This dissertation explores whether family foundation trustees view family purposes and social impact purposes as meaningful for the foundation they represent and whether trustees differ with regard to the degree to which they emphasize one or the other. If family foundation trustees do meaningfully differ in this regard, what difference does an emphasis on family or social impact purposes make on board composition, grant making focus and stability, similarity to one&rsquo;s peers, and other factors? Through a combination of survey, interview, and review of publicly available material, this dissertation explores this question for a sample of family foundation trustees in two Midwestern states. Eugene Tempel, Ph.D., Co-Chair Leslie Lenkowsky, Ph.D., Co-Chair</p>

<p> <b>Purpose.</b> At the time, the subject of this study was selected, little to no information was available regarding why the Episcopal Church had decided at the 2012 General Convention had adopted a liturgy to provide a sacramental blessing to same-sex unions. The purpose of this study was to determine what factors and organizational culture elements the Bishops believed led to the adoption of the liturgy. </p><p> <b>Methodology.</b> A qualitative case study methodology was employed to collect the data needed to answer the research questions. This data included responses from 12 bishops to 13 semi-structured questions aligned with Edgar Schein&rsquo;s theoretical, cultural analysis model. Respondents replies were recorded; the recordings were transcribed, and the transcribed data was inputted into NVivo 11 software for analysis. Triangulation included the literature review, transcriptions, and the collected documentation. </p><p> <b>Findings.</b> Major themes were identified for each research question. The finding (or themes) for Research Question 1 were justice, inclusion and equality. Themes for Research Question 2 were relationship, room at the table, long-term and autonomy Research 3 leadership in the church is bishops composed of each Episcopal Bishop, rather than a single spearhead. </p><p> Conclusions. (a) Schein&rsquo;s methodology for culture analysis proved to be valid for this case study, (b) Schein&rsquo;s theory of culture resting on a single leader did not lend itself to this study, and, (c) the Episcopalian&rsquo;s three-pronged discernment method allows the Church to remain relevant in this ever-changing world. </p><p> <b>Implementation for Action.</b> The Episcopal Church should: (a) remain an active voice in human rights issues, (b) provide guidance to other religious groups struggling with marital equity, (c) continue to utilize the current discernment process to remain relevant (d) persist in reconciling people to each other, (e) provide communal decision-making workshops for community business leaders to encourage active employee participation and f) open their church to function as a haven for the marginalized and refugees.</p><p>

<p> Dissent has always existed in American civil-military relations since General George Washington and his staff dissented to the Continental Congress over funding the Continental Army. More recently, former Secretary of Defense Robert Gates called for more understanding of dissent, but how dissent occurs is little understood in civil-military contexts. Organizational theorists are convinced dissent is ultimately healthy to all organizations, even civil-military ones. </p><p> This study asked how dissent occurs within the civil-military relationship in positive, historical dissent events. A historiographical approach examined the chronology of dissent over desegregation of the U.S. Army before, during, and after President Truman issued Executive Order 9981, declaring &ldquo;equality of treatment and equal opportunity for all persons in the armed services without regard to race, color, religion, or national origin&rdquo; (13 Fed. Reg. 4313, July 28, 1948). The U.S. Army continued to dissent 2 years after the order came out. </p><p> Conflict theory holds conflict as influential in dissent (Coser, 1957). Hierarchy and power play important roles in dissent (Kassing, 1997, 1998, 2012, 2013). Lamb&rsquo;s (2013) historical discourse analysis offered a high-level dissent analysis in civil-military relations from 1945 to 1950. </p><p> The study found that dissent occurred because of conflict, yet conflict also resulted from dissent. Previous dissent research has concerned itself with dissent up the hierarchy, but this research discovered that upward, lateral, and outward dissent occurred simultaneously. Power patterns emerged as groups in dissent displayed, battled for, and consolidated power before a weakened, final engagement marked the terminus of open dissent. Dissent reverberated outward from political and military groups in conflict, embroiling the social group. </p><p> This study contributes to dissent theory, demonstrating the influence of hierarchies and power and supporting theoretical research that dissent happens over time. Previous dissent research focused on why dissent happens. This study provided additional insight into how dissent happens, advancing civil-military theory and concluding that civil-military relations are composed of not just civilian and military authority, but a tripartite genus of political, military, and social groups. The research supports dissent as healthy to U.S. civil-military relations.</p><p>

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