<p> The purpose of this study was to understand principals&rsquo; perceptions and perceived attributes of strong teacher leaders, determine how these attributes link to emotional intelligence and learn how these attributes are developed. In this study, emotional intelligence will be defined as &ldquo;the abilities to recognize and regulate emotions in ourselves and in others&rdquo; (Goleman, 2001, p.14). This study summarizes data collected through semi-structured interviews with 11 school principals and assistant principals from a variety of schools, school districts and across multiple states. Overall, this study lead to three main discoveries: 1) top perceived attributes of teacher leaders are closely connected to EI skills 2) teacher leader development strategies that best support EI are comprehensive, job-embedded, sustained over time, peer-focused, goal-focused, differentiated for teacher&rsquo;s needs and leverage a variety of practices and tools, and 3) teacher leaders with high EI have a positive impact on their schools.</p><p>

<p> This study explores the importance of effective leadership on the success of mergers and acquisitions for the organization and employees of merged companies. More precisely, this study addresses how the nature and influence of leadership and leadership styles impact the integration of merging companies and their employees during the post-merger integration process. Qualitative data from 10 interviews was used to provide a deeper examination of the study participants about their beliefs, responses, opinions, and points of view. This study supports much of the current research in that leadership style does have an effect on both merger and employee satisfaction. This study found that leadership styles should be a key component for organizations to review and take under serious consideration, when preparing and planning for a merger.</p><p>

Corporate political activity (CPA) refers to the actions firms undertake to influence government policy in order to create a favourable environment for their business. Emerging markets are currently a strategic focus area for growth, especially for multinational enterprises (MNEs). In these emerging markets, MNEs stand to benefit from greater access to traditional resources but face a liability of foreignness (LOF), whereas local companies benefit from local understanding, protectionism and social embeddedness. This research attempts to discern whether these factors translate to a difference in corporate political strategy in local and foreign firms. The survey responses of 107 senior managers and executives of healthcare companies in South Africa provided valuable insights into corporate political strategy and perspectives regarding regulatory uncertainty. Although there is general alignment in the CPA of both groups, the research revealed that foreign companies are more proactive in their endeavours. Overall there was also considerable commonality in the strategic adoption under uncertainty for both groups of companies, however local companies are more likely to adopt an avoidance strategy and withdraw from uncertain markets. Companies with higher turnover are more proactive and relational in their approach to CPA. Foreign companies appear to have successfully overcome the Liability of Foreignness (LOF) in this setting through various actions and this provides useful learnings. A schematic model interpreting the research findings is supplied. Other insights for policy-makers and managers are provided and recommendations for further research are delivered. / Dissertation (MBA)--University of Pretoria, 2013. / mngibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

<p> Research suggests that integrity is crucial to numerous aspects of the workplace. It plays a major role in influencing employee organizational attitudes and consequent behaviors, and as a result many companies implement integrity testing in their selection practices (Van Iddekinge et al., 2012). However, few researchers have examined the relationship between using integrity testing for selection and resulting applicants&rsquo; attitudes. This study explored applicants&rsquo; reactions to overt integrity testing. A combination of correlational and mediational analyses were applied. Results from 422 participants who completed Substance abuse, Production loss, and Interpersonal Problems (SPI) Inventory Integrity Survey revealed that perceived procedural justice negatively correlated with perceived privacy invasion and perceived job relevance and positively correlated with outcome favorability (being informed of passing the overt integrity test) and organizational attraction. Contrary to study&rsquo;s expectations, no statistically significant correlation was found between perceived procedural justice and privacy concern, and there was a negative significant correlation between perceived procedural justice and perceived job relevance, the relationship between outcome favorability and perceived procedural justice was not mediated by perceived test relevance. This study provides relevant meaningful contributions to research literature in the fields of Industrial-Organizational Psychology, Human Relations, Management, and Business.</p><p>

<p> The quest to improve organizational performance and build effective organizational culture is prevalent today. This effort can be complex. This dissertation explores the question: Does culture change enable performance? If so, how? This dissertation focuses on the measurement of the four culture constructs: learning, power, identity, and conflict management and its relationship to performance. The article &ldquo;Changing the Way We Change,&rdquo; whose assertions I test in my research, provides a present-day view using all four constructs. Unique to this study, there is no known combination of the four constructs directly linked to organizational performance in research and additional empirical evidence to support enhancing organizational performance. Data from a Fortune 500 organization was analyzed and tested to see whether positive associations exist between these four constructs that enable performance change at various organization levels. The author utilized mixed-level and multilevel linear regression procedures of data analysis, and found that team empowerment and individual organizational identity significantly enabled performance change. Conversely, there was a negative relationship between employee empowerment and individual performance. Conflict management and performance also had a negative association. The paradox of organizational culture change and performance with suggestions for future research for scholars and implications for practitioners is discussed.</p><p>

<p> This study uses life-history interviews with militarized men to describe a version of masculinity constructed in the local context of a non-profit motorcycle club. The study describes the details of one group&rsquo;s specific gender nature, the result of which expands and challenges our understanding of the masculinity master narrative. The findings establish that both hegemonic and nonhegemonic attitudes, beliefs, and behaviors co-exist in the local dominant masculine norm, thereby disrupting traditional distinctions of masculinity as being either hegemonic or nonhegemonic. Key future research implications support the study of context as essential to the study of gender construction, challenge descriptions of masculinity as being either hegemonic or nonhegemonic, and posit the relevance of veteran peer groups in supporting post-military resocialization.</p><p>

<p> This qualitative phenomenological study provided an exploration of the lived experience of organizational commitment among generation X leaders. The study used a modified van Kaam approach to explore the participant&rsquo;s responses to the interview questions. The research study utilized the Meyer and Allen (1991) three-component model of organizational commitment as the construct for organizational commitment in the exploration of the lived experiences of generation X (Gen Xers) leaders. The current literature suggests that Gen Xers are perceived to be self-reliant, independent, like informality, are non-traditional about time and space and want to have balance in their work and personal lives. The findings of the study revealed that the participants noted the factors of having and maintaining relationships was critical, tenure at an organization is not important as much as having the right opportunity and feeling connected to the organization, and having the opportunity to work in an organization that has a culture or environment that is flexible in its management style, supports work life balance, and fosters employee development. The findings relate to the components of the Meyer &amp; Allen model of organizational commitment, and given the size of the generation X population, their current and future status as organizational leaders, the findings can be used by organizational leaders to develop human resource policies, programs and strategies that influence tenure and organizational costs.</p><p>

<p> The purpose of this qualitative exploratory inquiry was to explore the perceptions of separated or retired Baby Boomer, Generation X, and Generation Y Marine Corps in the Southern California geographical area regarding communication. The specific perceptions were obstacles and enablers that they experienced when communicating with each other and any issues that arose from differences in communication preferences. The use of the exploratory inquiry design helped to gain insight into the communication problems that exist within the Marine Corp and provided possible solutions to assist leaders in improving multigenerational communication. The identification of communication problems may help individual leaders improve their leadership skills to accommodate generational needs, leading to a more effective workforce in any organization that uses the traditional-rational organizational paradigm. Seven Baby Boomer, six Generation X, and five Generation participants shared perspectives using semi-structured interviews to accomplish the study&rsquo;s purpose. Data results and narrative construction revealed a communication gap problem between generations within the United States Marine Corps related to traditional-rational organizational design contributed to the communication gap problem. A model was proposed to assist leaders of traditional-rational organizations to create an organizational culture in the future that might help reduce or eliminate the communication gap problem that was found to exist within the USMC.</p><p>

<p> Despite regulatory guidelines, unreliable financial reporting exists in organizations, creating undue financial risk-harm for their stakeholders. Normal accident theory (NAT) identifies factors in highly complex integrated systems that can have unexpected, undetected, and uncorrected system failures. High-reliability organization (HRO) theory constructs promote reliability in complex, integrated systems prone to NAT factors. Enterprise risk management (ERM) integrates NAT factors and HRO constructs under a holistic framework to achieve organizational goals and mitigate the potential for stakeholder risk-harm. Literature on how HRO constructs promote ERM in responsible integrated financial systems has been limited. The purpose of this qualitative, grounded theory study was to use HRO constructs to identify and define the psychological factors involved in the effective ERM of responsible organizational financial reporting. Standardized, open-ended interviews were used to collect inductive data from a purposeful sample of 13 reporting agents stratifying different positions in organizations that have maintained consistent operational success while attenuating stakeholder risk-harm. The data were interpreted via transcription, and subsequent iterative open, axial, and narrative coding. Results showed that elements of culture and leadership found in the HRO construct of disaster foresightedness and mitigation fostered an internal environment of successful enterprise reporting risk management to ethically achieve organizational goals and abate third-party stakeholder risk-harm. The findings will contribute to positive social change by suggesting an approach for organizations to optimize strategic objectives while minimizing stakeholders&rsquo; financial risk-harm. </p><p>

<p> The purpose of this qualitative multiple case study was to identify and understand the strategies and experiences of female police officers working within the masculine culture of police organizations. Using Acker&rsquo;s gendered institutions theory, the researcher explored the organizational culture and subculture of the police and how police culture potentially places limitations on the career success of female police officers. The data came from semistructured interviews with seven female police officers working for a municipal police agency within Alberta, Canada. The researcher also analyzed publicly available data which included a 2013 workplace review and audit of a police organization in Alberta, Canada as well as a 2017 workplace harassment review of Canada&rsquo;s Federal police service. The researcher found the themes that aligned with Acker&rsquo;s gendered institution theory included: (a) experience the need to prove self, (b) experience sexual and gender harassment, (c) positive experience from fellow officers, (d) negative experience from fellow officers, (e) experience of positive behavior from supervisors, (f) experience of negative behavior from supervisors, (g) experience related to work and family, (h) experience bullying and labelling, (i) experience psychological stress, and (j) experience masculine culture. The study findings assisted in providing valuable information concerning gender issues related to the recruitment, promotion, and retention of female police officers within a Canadian police organization. The research results suggested further examination of experiences of female police officers, as well as male police officers, is needed to fully understand the effect masculine culture has on police organizations.</p><p>