<p> The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.</p>

<p> In recent decades, the study of leadership has focused on the qualities of leaders rather than on those of followers. However, it has been argued that there can be no meaningful construct of leadership without a coherent understanding of followership and group behavior. While the body of literature is replete with information on the study of groupthink and conformity as it relates to followership, the neurobiological drivers of such behavior remain under-investigated. The purpose of this work was to investigate the neurobiological basis of groupthink (conformity of thought) as a component of followership. Specifically, this work seeks to investigate six research questions: How does cognitive rigidity and ideological commitment interact to influence groupthink, does the presence or absence of decision-making protocol affect groupthink outcomes, to what extent does the presence or absence of a leader, as well as leader bias drive groupthink, and how does the brain respond in each of these conditions with regard to groupthink and conformity. Two separate experiments were used. The first experiment served as a pilot condition to test the efficacy of a hypothetical vignette. However, an opportunity was seen to test an interactional matrix of cognitive rigidity and ideological commitment (the first research question). In the second experiment, the research questions were tested in a similar mock decision-making group using the same vignette. However, quantitative electroencephalography (qEEG) baseline pretest data and posttest data were taken and compared to assess for changes in the brain related to groupthink. Both studies utilized confederates to form the groups to which the researcher measured conformity. While no statistically significant relationships were found directly for any of the research questions, the research did show some interesting patterns. The use of decision-making protocol did seem to slow down conformity when taken into account with other variables, such as leader style. Additionally, consistent with the pre-existing literature, patterns were seen in study two with regard to changes in the frontal cortex, including the medial frontal gyrus, and anterior cingulate. Implications for organizations and churches as well as suggestions for future studies are presented in the final chapter.</p>

<p> Employees who remain with an organization because they want to, represent a positive&nbsp;organizational phenomenon known as affective commitment (AC). The purpose of this study is to investigate the predictive ability of strategic Human Resource (HR) practices to create AC in the context of federal knowledge workers, determine the role of SOAR in the relationship between strategic HR practices and AC, and the effect of AC on positive behavioral outcomes. SOAR stands for strengths, opportunities, aspirations, and results. </p><p> This mixed methods study explored the relationship among strategic HR practices, SOAR, AC, and behavioral outcomes. Data were gathered using a survey instrument containing 42 items. The population was federal knowledge workers in a science and technology field. 204 participants completed the study survey and a final sample of N = 188 surveys were used for analysis. </p><p> Quantitative analysis was conducted using descriptive and inferential statistics; qualitative analysis included thematic analysis. Results from the quantitative analysis suggested that strategic HR practices predict AC; the SOAR construct is a partial mediator of the relationship between strategic HR practices and AC; SOAR did not function as a moderator of the relationship between strategic HR practices and AC; and AC encourages the development of positive behavioral outcomes. Results from the qualitative thematic analysis suggested that there are seven prominent themes that sustain commitment in this federal organization and they are: accountability, career advancement, leadership, meaningful work, mission, reward/recognition, and training. </p><p> For federal organizations similar to this one, it is recommended that they engage the SOAR approach to increase the effectiveness of strategic HR practices in generating&nbsp;AC; implement strategic HR practices that encompass the seven major themes; a positive proactive way of viewing employee commitment by cultivating AC as opposed to studying turnover trends; and engage in conversations about strategic change using dialogical methods based on appreciative inquiry. Future research could include studies on how the federal government communicates strategic HR practices to their employees and whether or not they choose to adopt dialogical versus diagnostic approaches.</p>

<p> In spite of the prevalence of methods and literature devoted to church health, many churches remain plateaued or are declining. Some churches ignore reality and base their worth and identity on things less than biblical identity and Christian mission. Many declining churches demonstrate an environment similar to the codependency seen in addictive family systems. The published literature has expanded the understanding of the concept of codependency that was traditionally applied to family systems affected by alcohol and substance abuse by applying it to dysfunctional organizational structures. This project builds on this research. It investigated the hypothesis that dysfunctional churches exhibit dynamics similar to codependent family systems. The project adapted the Spann-Fischer Scale for Codependency, and in a pilot study of nine churches, two scales were developed: Church Health (a = .891) and Church Codependency (a = .745). A moderate negative correlation (r = -.431) between these scales supported this hypothesis. It appears that the concept of codependency possesses elements that could assist church leaders to better understand dysfunctional churches. The project suggests a new approach to church health in certain environments and provides a new lens through which those desiring to help the local church grow might view their work.</p>

<p> Assessing and developing organizational or collective resilience capacity is a strengths-based approach to managing continuous and unexpected change as a strategic capability. In this study, organizational resilience capacity is defined as a vital readiness that is built up by employee beliefs and behaviors. Human resource and management interventions have been recommended to strengthen this capacity. These are described as antecedents, enablers, and inducements designed to foster vital conditions that support relevant employee beliefs, feelings, and actions. Yet, there is little empirical evidence about which specific beliefs and behaviors to foster and no tool for assessing their strength. Interventions, then, cannot reliably be said to strengthen organizational resilience capacity. To address this gap, an exploratory, quantitative study was designed with two objectives: (a) identify specific employee beliefs and behaviors associated with this capacity from the organizational resilience literature and (b) design a scale using these items to explore how collective resilience capacity is constructed. After testing the Organizational Resilience Capacity Scale with employees in a manufacturing company (<i>n</i>=223), results suggested that there are specific beliefs and behaviors associated empirically with organizational resilience capacity. These can be assessed to support organizational understanding, direct evidence-based interventions, and provide a measure of accountability for impacting a latent, yet strategic, capability. The relationship between individual resilience capacity and organizational resilience capacity was also assessed, showing a small, but significant effect. That is, resilient individuals may contribute to vital conditions, but they do not create a resilient organization. </p>

<p> The workforce in today&rsquo;s organizations is increasingly diverse, including racial, ethnic, cultural, gender, age, sexual orientation, personality, motivation, values, and a multitude of other differences. These differences are often a source of friction and conflict in work groups, whether or not the conflict is openly expressed. Yet they can also add significant value to groups by providing a richer work experience and a broader pool of knowledge from which to solve problems and make decisions. The literature on this topic crosses multiple disciplinary boundaries, and includes social psychology, conflict studies, linguistics, political science, and management. Research on the performance of diverse work groups has been inconclusive, and has left us with limited understanding of the way in which difference plays out in groups, how group members make meaning of their differences, and how these differences shape and are shaped by group interactions. The research, using a social constructionist frame, analyzed videotapes of actual group interactions using a CMM methodology and compared group interactions to group member perceptions of difference and performance to achieve a deeper understanding of the dynamics of difference and performance in work groups. It found that groups that were relationally generative (i.e., that achieved better results than those of their individual members) had unique patterns that included a description of differences as strengths, better listening, stronger consensus, balanced participation, and inviting and building on each others&rsquo; ideas.</p>

<p> The objective of this study was to explore if New Hampshire is experiencing &lsquo;Brain Drain&rsquo; phenomenon. For this study, Brain Drain is defined as a metaphor denoting &ldquo;difficulty finding skilled and talented workers to work in New Hampshire&rdquo;. This study explored the lived experiences and perceptions of two groups over many years, including the recent downturn in the economy and through its ongoing recovery.</p><p> Group 1 were participants from New Hampshire State Level Offices and State Organizations whose purpose is to assist New Hampshire businesses and their workforces. They were asked if they believed New Hampshire was experiencing brain drain phenomenon, and if so how were the New Hampshire State Offices and State Organizations trying to solve it. Group 2 were participants from New Hampshire Businesses, residing in all 10 New Hampshire counties, as well as across different Industry Sectors. They were asked if they believed if their New Hampshire Businesses were experiencing brain drain phenomenon, and if so how were their New Hampshire Businesses trying to solve it. The researcher compared the results of Group 1 and Group 2, to see if they believed New Hampshire and the New Hampshire Businesses were experiencing brain drain phenomenon, and if so were both groups working together to help solve it?</p><p> The study revealed three major findings. First, both Groups believed New Hampshire was experiencing brain drain phenomenon, however there was a disconnect on how they were both trying to solve it. Second, the results demonstrated that the New Hampshire Businesses were experiencing two types of brain drain phenomenon. They were finding difficulty filling Knowledge and Information Age jobs&mdash;mainly in the STEM (Science, Technology, Engineering and Mathematic) fields. However, even more evident, they were finding much more difficulty filling Industrial Age jobs, mainly in the Manufacturing industry sector. Third, the two types of brain drain phenomenon were being compounded with a decline in New Hampshire workforce population, as demographics show the state&rsquo;s population is aging.</p><p> Leadership examples from both groups were cited. Future leadership opportunities were presented. Conclusion: Strive to match business opportunities, with the right skills, and available population.</p>

<p> U.S. organizations often employ deterrence mechanisms to regulate workers&rsquo; technology use, but such approaches are not always effective (Sommestad, Hallberg, Lundholm, &amp; Bengtsson, 2014). The theory of psychological reactance (Brehm &amp; Brehm, 1981) was explored as a potential explanation for the inconsistencies in the effectiveness of deterrence mechanisms. It was postulated that workers expect the freedom to use certain types of technology within the workplace and that restricting such use would result in opposition. This possibility was investigated in the context of intentions to use social media, a technology popular among U.S. workers. </p><p> A 3 (personal social media use restriction) x 3 (sanctions) between-subject experimental design was used to test the effect of restrictive personal social media use guidelines and sanctions on workers&rsquo; compliance and use intentions. U.S. workers (N = 715) recruited through MTurk completed an online survey in which they were randomly assigned to one of nine conditions. The IVs were manipulated through the use of vignettes. The DVs were measured using both scales modified from previous studies and newly constructed scales. </p><p> The results suggest that the average worker does not engage in freedom restoration when social media is restricted. Overall, participants were more compliant, had lower social media intentions, and social media&rsquo;s valence was lowest when social media was restricted and sanctions were used. Explanations for the findings are provided with extensions to conservation of resource, deterrence, and justice theories.</p>

<p> This project examined the impacts of an organization identity intervention on workers&rsquo; commitment during large-scale transformational change at a financial services company. A 21-member information technology team was recruited for the study. Commitment was measured using a quantitative instrument and the events and data collected during the identity intervention were described. Participants generally enjoyed the intervention, although team members grew increasingly negative over the course of the event due to past experiences with similar interventions. Commitment was consistent across both groups and remained unchanged across the study period. The study organization is advised to assure that its leaders support and are prepared to respond to the results of any interventions conducted and take measures to nurture participants&rsquo; existing affective commitment. Continued research is needed to evaluate the impacts of the identity intervention on commitment. Such studies are advised to utilize a larger sample and to measure organizational commitment using mixed methods.</p>

<p> Given economic and societal shifts towards globalization, the need to develop effective global leaders is well documented. This thesis explored the development of a prototype instrument for use in global leadership classes or training to assess and/or develop the competencies and decision-making abilities associated with effective global leadership. The format of the instrument was a hybrid of situational judgment tests (SJTs) and culture assimilators and its content was drawn from a real life critical incident as recounted by an expert global leader during an interview using cognitive task analysis techniques. The interview was part of qualitative research that investigated expert cognition displayed by exceptional global leaders.</p><p> The thesis included a literature review of global leadership research to identify the general competencies, intercultural competencies, and cognitive proficiency of effective global leaders that would serve as a foundation for the domains to be assessed and developed. SJTs and culture assimilators were discussed as format examples for constructing the instrument. The process of creating and refining the tool was then reviewed, which included developing the questions and answers, conducting pre-tests, gathering feedback from subject matter experts, and conducting a content analysis to ensure global leadership and intercultural competencies were addressed. Data collected during the course of development were presented and discussed.</p><p> Step-by-step instructions (that included potential improvements to the process experimented with to date) were included to guide others in future development. An abridged sample of the instrument was provided.</p>