<p>The Millennials are different than previous generations in several ways including their motivations, expectations, and the strengths and weaknesses they bring to organizations. The specific problem of interest is that currently, leadership traits and leadership styles of Millennials in the financial industry are not well understood. Research of the group has been extensive in relation to their workplace behaviors, but Millennials are now assuming leadership roles. The purpose of this qualitative case study is to understand the prevalent leadership traits and styles of Millennials. Though there is some debate about the birth years of Millennials a birth year sample between 1985 and 1990 was chosen to best capture the group. This set of participants was likely to have some experience in leadership roles in their professional careers. The group of interest has been heavily influenced by technology and has a unique perspective of teamwork, ethics, and feedback cycles, and can be very demanding of their peers and supervisors. How these traits translate into leadership roles was of specific interest to the researcher. A multiple case study methodology was chosen, and a semi-structured interview instrument was used for the purposes of answering the research questions of interest. The instrument used was previously used and is a combination of two study&rsquo;s interview guides. A sample of 15 candidates were selected. Each participant was born between 1985 and 1990, and had a leadership role in the financial industry. Candidates were sought using convenience and snowball sampling. The candidates were asked 12 semi-structured interview questions, and coding was used to look for patterns against the research provided in the literature review about existing leadership traits and styles. Codes were clustered using higher level and lower level concepts and reassembled to create new narrative information. Cross-case analysis showed good saturation of the data and supported that a number of characteristics the Millennials have shown as employees are transferring to their leadership approach. Participative leadership was heavily favored by the group, to the extent that many appear to act more as a group facilitator than what would traditionally be defined as a leader. This will impact the way accountability is established and how companies can measure group success. Other tendencies that were heavily prevalent included leading by example, happiness as a measure of success and a commitment to using positive reinforcement as a primary motivator. The value of this research adds to the existing body of knowledge about Millennials and can be applied to leadership development and succession planning for existing businesses and management teams. </p>

<p> This study examined the relationship between employees&rsquo; Organizational Commitment and the perception of the management of deviant behavior and examined if Organizational Culture moderated the strength of the relationship between Organizational Commitment and the perception of the management of deviant behavior. Three assessments were administered either electronically or in hardcopy form and were completed by 114 participants who were employed adults ages 18 and above, managed by someone else, in the southeastern U.S. The Organizational Culture Inventory (OCI) developed by Cooke and Lafferty (2013) measured overall Organizational Culture of employees at an individual level of assessment. The instrument used to measure employee Organizational Commitment was the TCM Employee Commitment Survey (Wellspring Worldwide, LLC, 2010). The instrument used to measure the perception of the management of deviant behavior was derived from a non-self-report measure created by Stewart, Bing, Davidson, Woehr, and McIntyre (2009). A moderated multiple regression analysis determined that the relationship between the perception of the management of deviant behavior and organizational commitment was not predicted by a constructive, aggressive/defensive, or passive/defensive culture style. The study found that the perception of the management of deviant behavior did not have a statistically significant predictive relationship with regards to organizational commitment, nor did workplace culture moderate the perceptions or attitudes of employees. The empirical evidence provided in this study enhanced the body of knowledge related to workplace culture. Specifically, the results of the study provided quantitative information, which provided a valuable understanding that a macro-variable such as workplace culture does not necessarily attenuate the relationship between perception of management and organizational commitment within certain diverse workplaces. </p>

<p> This transcendental phenomenological study sought to understand how the followers of authentic leaders in a multi-national healthcare organization experienced well-being. Twenty followers of 5 authentic leaders participated in the research and shared their lived experiences. Followers reported they experienced workplace well-being by maintaining work-life balance, feeling fulfilled/doing meaningful work, and feeling appreciated/recognized for their contributions. Workplace well-being was experienced as a result of their perceptions of feeling trusted and cared about as a <i>whole being</i> and not just an employee by their leaders. Followers also reported that the organizational culture provided support for leaders to demonstrate behaviors of authentic leadership, caring, trust, appreciation, respect, valuing others, openness, honesty, and transparency, which led them to feel an attachment to their leaders and organizations. Followers were motivated to exhibit organizational citizenship behaviors by providing extra or discretionary effort beyond their expected role requirements. These findings indicate that authentic leaders can provide value by cultivating well-being in the workplace. Findings also suggest recommendations for establishing organizational best practices.</p>

This exploratory study examines the motivations and goals of relocators, Christian Community Development Association members who intentionally relocate to low-income urban neighborhoods for the purpose of community partnership. The purpose of this project is twofold: first, I seek to describe and explore the motivations, goals, and experiences of relocators, a population unknown to most scholars; and second, I seek to consider these findings from an explicitly critical perspective. Thus, I orient my study within feminist antiracism, employing Romanâs (1997) fantasies of redemptive identification as my theoretical framework, which suggests that whites tend to collapse differences among racial groups in an attempt to create (false) sameness among them, often resulting in the appropriation of othersâ experiences, an implicit norming, a redemptive and heroic positioning, and an avoidance of systemic complicity. I collected qualitative data in 2010 from a snowball sample of 10 participants in Portland, Milwaukee, and Chicago via in-depth, semi-structured interviewing. Findings revealed that: (1) participants were primarily motivated by a religious conviction to personally respond to issues of poverty and injustice; (2) participants sought to belong in the neighborhood through shared experiences and personal relationships; and (3), participants described relocations as both a risk and a benefit. Moreover, critical analysis of these themes further suggests that relocators tended to: (1) explicitly resist a redemptive role while implicitly assuming a modeling position; (2) seek sameness through geographic proximity with limited attention to issues of power and difference; and (3) focus on individual-level interventions with virtually no references to macro-level change.

<p> The purpose of this study is to identify best leadership practices in retaining direct-care staff in residential treatment centers. While research exists on employee retention, there is a lack of research focused on employee retention in residential care. How leaders engage with direct-care staff members in residential care can have a significant influence on increasing employee retention rate. The literature review revealed transformational leadership theory as the theoretical framework, including 4 components: idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. </p><p> The design for this research was a qualitative case study. The residential treatment center was selected as the study case because of its exemplar performance reporting a 73% employee retention rate in contrast to the national retention rate of 40%. The theoretical framework served as a foundation for the purpose and research questions. Semistructured questions were developed to interview leaders at a residential treatment center in order to identify best practices. In combination with a thorough review of the literature, an expert panel of researchers established the validity of the interview instrument. Content analysis was applied to code themes and a 2nd reviewer provided reliability. </p><p> Participants responses revealed 9 best practices in 4 categories: 3 best practices linked to idealized influence, 2 best practices connected to individualized consideration, 2 best practices aligned with inspirational motivation, and 2 best practices specific to intellectual stimulation. In addition to correlating with the 4 components of transformational leadership, more than 100 authors supported the 4 theoretical components. The results of the study highlight the influence leaders can have on retaining employees. The identified best practices represent key approaches that health care leaders can apply. This study is helpful in identifying leadership practices in the health care field that will assist in increasing employee retention. Consequently, the results of this study can assist other residential treatment center leaders to consider these leadership practices in an effort to improve employee retention. </p>

Since 1987, billions of dollars in homeless assistance have been allocated annually by the U.S. federal government. Yet, few evaluations of homelessness interventions exist. This study analyzes the likelihood that households in Georgia returned to shelter within two years of leaving one of three interventions: rapid re-housing (RRH), transitional housing (TH), and emergency shelter (ES), with the latter serving as a reference. Using propensity scores, RRH households were matched to comparable TH and ES households. Generalized linear mixed modeling then controlled for household characteristics as well as variation between intervention implementations. Housing stability did not appear affected by whether study households were gradually transitioned or rapidly placed into housing. In addition, the effect of TH for households without children appears highly dependent on the interventionâs implementation, which deserves further study. These findings are generalizable to a subpopulation that is better resourced than the general homeless population.

The systemic origins of many accidents have led to heightened interest is the way organizations identify and manage risks. The term organizational safety culture' has become common within the literature and seeks to explain the fact that organizations their willingness and ability to conduct safe operations. The activities and stuctures which are thought to represent a °good° safety culture are well documented. However, a model was lacking which would explain the failure of many organizations to develop a organizational culture which would support safety initiatives. Ti thesis seeks to l that gap. A model which aimed to enumerate the factors which impact upon a organizations ability to develop a positive safety culture is presented and tested. A open systems perspective is the development of the model allowed this work to build upon previous treatments of safety culture by incorporating factors within the operating environment. The application of the model is discussed.

M.A. / The goal of this study was to measure levels of workplace stress, on two occasions, in an organisation undergoing change that included a merger, downsizing exercise, and restructure. This study was regarded as important as although it is well documented that transformational change leads to increased levels of employee stress, it is imperative to identify whether coping strategies implemented by the organisation are sufficient in addressing employee distress. The identification of the most salient sources of stress for employees in a specific change setting is also important since the organisation can then address these sources specifically rather than to apply a generalised coping strategy. Two non-random samples were taken from the employees of an organisation undergoing transformational change. The first sample consisted of 336 respondents and the second sample consisted of 102 respondents. Existing literature indicates that organisational change leads to increased levels of employee workplace stress as a result of the employees inability to cope with change. It is recommended by the literature that a number of coping strategies for change be implemented by the organisation during change initiatives. The Sources of Work Stress Inventory was used to measure work related stress. This inventory consists of two sections, a General Work Stress scale which measures general levels of occupational stress, and Nine Sources of Stress scales which highlight possible sources or triggers of stress. The study provided empirical support for the theorised notion that organisational change initiatives lead to increased levels of stress among employees. Further, the results supported theoretical and research findings which propose that job security, career advancement, and work overload are all salient sources of stress in organisational change settings that involve merger, restructure and downsizing activities. The results of this study demonstrated that the implementation of a number of contemporary change management strategies did not fully assist in improving the coping ability of employees in this specific change setting. As a result it was recommended that future change management strategies or more specifically coping strategies, should include a more humanistic and psychologically supportive approach as demonstrated in a number of recent research findings.

D.Phil. / The aim of this study was to develop a clearly defined theoretical concept for organisational change to facilitate effective change leadership within state-owned entities. A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop the concept. Six employees of a state-owned entity were selected as research participants by means of purposive sampling. Their experience of change was explored with a view to developing the construct. Various data-collection methods were used, the principal ones being semi-structured interviews and participant observation. These yielded rich, descriptive data that was systematically analysed by utilising grounded theory methodology. On conclusion of the data analysis, the literature on the most current change constructs (theories and models) of organisational change was reviewed. The results of this review informed the member-checking phase, which was aimed at substantiating the newly developed construct. Although certain shortcomings emerged, the main aim of the study was achieved. The guidelines provided in the literature were followed to ensure a quality and trustworthy study. Thus the study should not only contribute to practical change management guidelines for the state-owned entities, but also deepen theoretical knowledge of organisational social change. Furthermore, the in-depth description of the application of grounded theory and my personal experience thereof should contribute to the application of this construct in other organisational settings. Recommendations for further studies conclude the dissertation.

M.Comm. / The people who make waves in today's business world aren't playing by yesterday's rules. They've jettisoned tradition. They've turned the old cosy business of being in business upside down and inside out. Towering corporate structures are crumbling. Middle managers are a dying breed. Successful â bosses now lead their troops from the front. People are becoming multiskilled. Enlightened businesses make this happen. Whatever it takes. Our society, facing momentous challenges in the closing years of the twentieth century, needs visions of the future so attractive, inspiring, and compelling that people will shift from their current mind-set of focusing on immediate crises to one of eagerly anticipating the future - a future where the health and well-being of the earth and its inhabitants is secure. As we round the corner of the millennium, questions about our future loom ever larger on the horizon. The decade ahead is sure to bring more radical changes in everything from marketing to enterpreneuring, resources, demographics, lifstyles and more. Success in 2000 and beyond will mean riding the crest of this wave of change- but if we are to catch the wave before it catches us, we must see it coming. This study have adopted Alvin Toffler's concept of waves of change, to serve as the framework for the vision of business in the twenty-first century. The First Wave of change, the agricultural revolution, has essentially ended. The Second Wave, co-incidental with industrialisation, has covered much of the earth and continues to spread, while a new, postindustrial Third Wave is gathering force in the modern industrial nations. A Fourth Wave is following close upon the Third