<p> Nonprofit organizations traditionally lack in areas such as financial resources, leadership development as well as a history of suffering from the effects of burnout. The concept of Emotional Intelligence has been associated with effective leadership skills such as employee motivation, job satisfaction and organizational loyalty. This study applied a non-experimental quantitative analysis to examine the models of Emotional Intelligence (ability and trait) and burnout as related to current nonprofit organizational leaders. Current nonprofit organizational leaders were assessed using the surveys Trait Emotional Intelligence Questioner- Short Form, Assessing Emotions Scale and the Maslach Burnout Inventory &ndash; General Survey. These surveys were distributed to identify the predictability of Emotional Intelligence ability from trait Emotional Intelligence, burnout, gender and age through the use of a multiple linear regression analysis. The multiple linear regression statistical analysis stepwise method found that trait Emotional Intelligence is a statistically significant predictor of identifying Emotional Intelligence ability of current nonprofit organizational leaders. The practical implications of this study provided nonprofit organizations the justification to create leadership developmental practices based in foundational psychological principles. The theoretical implications of this research identified that further scholarly literature be conducted on the correspondence of trait Emotional Intelligence and Emotional Intelligence ability as distinctly differing models that are associated through forecasting and prediction.</p>

<p> Servant leadership is maturing in its theoretical development. Although initially introduced to the literature over four decades ago by Greenleaf (1970), the relationship of the effect of servant leadership and commitment has not been quantitatively explored until recently. Scholars, such as Sokoll (2013) and Drury (2004), have performed studies in the USA, but no quantitative empirical study has been published from Latin America. A call for the expeditious and quantitative investigation of servant leadership theory applicability in non-Western cultures seems to be emanating from within the academy and across organizations around the world (Northouse, 2015). This study, utilizing validated psychometric instruments, examined the essence of servant leadership and found it to have a significant (<i>p</i> &lt; .001) effect on member commitment, especially on affective organizational commitment. This effect was most accentuated in the Latin American culture. The current study also found leader&ndash;member exchange to have a strong mediation significant (<i>p</i> &lt; .001) effect on normative commitment and a modest significant (<i>p</i> &lt; .001) effect on affective organizational commitment. The leader&ndash;member exchange effect was found to be more accentuated in the Latin American culture. The mediation role of members&rsquo; level of identification with the leader was also a significant (<i>p</i> &lt; .001) effect, but there were no significant contrasts across the two cultures. The study was conducted in churches and online among a robust samples of 431 responses in the USA and 328 in Latin America comprised of multiple Evangelical Christian denominations. Respondents to the study&rsquo;s survey were highly diverse in regards to age, gender, and involvement. This study offers empirical evidence for organizational decision makers to consider servant leadership as an emerging leadership approach that has a superior effect on cultivating member commitment, even in cultures where it was thought not to be a viable leadership style.</p>

<p> There are more self-made, billionaire entrepreneurs than billionaires who simply inherited their fortunes, but the majority of startup ventures fail within five years. A possible factor in business success or failure could be the emotional intelligence (EI) level of the entrepreneur, defined broadly as the ability to perceive, interpret, and manage emotions. Although there is substantial literature on EI applications in established organizations, there are few empirical studies exploring the predictive value of EI in the context of success for startup entrepreneurs. The purpose of this study was to determine whether EI scores can predict how successful an entrepreneur will be using objective success criteria, as defined in this study (Hypothesis 1), and which, if any, EI competencies are particularly relevant for entrepreneurs (Hypothesis 2). Hypotheses were tested using Spearman correlation and Ordinal regression, with sensitivity testing with Pearson correlation and Ordinary Least Squares regression, respectively. Each analysis controlled for the entrepreneur&rsquo;s demographic profile and subjective success measures. Regression analysis (n=31); ordinal analysis and correlation analysis revealed a statistically significant effect of only one of the 15 EI scores (Empathy) on entrepreneurial success, as defined in this study, but the exponentiated coefficients from the ordinal regression indicate that improving Overall EI scores can increase Overall Success. Specifically, six of the 15 EI scores were more than two times more likely to increase Overall Success scores (Empathy, Interpersonal Relationships, Social Responsibility, Flexibility, Stress Tolerance, and Optimism), which is consistent with Hypothesis 2. This study is one of the first to empirically examine the EI construct in the context of entrepreneurial success with a population of entrepreneurs seeking assistance using the EQ-i 2.0 emotional intelligence assessment. A key implication of the results is that teachers, emergency services personnel, legal and financial services personnel, even sports coaches and single parents, can all develop competencies to make them more successful in their chosen endeavor, have a sense of fulfillment, and increase the success rate of industries that go far beyond entrepreneurs. </p>

<p> <b>Purpose:</b> The purpose of this quantitative descriptive study was to identify transformational leadership skills exhibited by executives in mid-size companies, working in the fields of Marketing, Sales, HR, and IT. Additionally, this study also tried to identify top domains and skills for each group, and analyze the similarities and differences between groups. </p><p> <b>Methodology:</b> The study was structured around three research questions. As this was a quantitative study, self-rating data on 10 domains and 80 skills were collected using the Transformational Leadership Skills inventory instrument. These data were then analyzed using multiple statistical methods. </p><p> <b>Findings:</b> Analysis of data produced multiple findings in relation to top, middle, and bottom tier skills and domains for each group, thereby supporting the hypothesis that the situational context of job function is material for transformational leadership. </p><p> <b>Conclusions:</b> There were six conclusions that applied to all groups, thereby providing valuable insights in relation to similarities across job functions. Additionally, there were multiple differences found in the use of transformational leadership skills across Marketing, Sales, HR, and IT functions, leading to the creation of distinct transformational leadership skill portfolio for each group. </p><p> <b>Recommendations:</b> There were six implications for actions that were developed from the conclusions, ranging from hiring, to talent development, to succession planning. Additionally, eight recommendations for future research were also presented, ranging from logical extensions of this study into different verticals, to complementary new studies that would expand the body of knowledge, to longitudinal cross-sectional study that can be developed over time.</p>

<p>Some business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curacao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes that belonging to the same generational unit, generational location, and generational actuality shapes the beliefs, values, and attitudes of members of a generational cohort collectively. Data from interviews and company documentation that included an annual report, business guide, and performance management documentation were coded and analyzed using NVivo software, and member checking was used to enhance the trustworthiness of interpretations. Key themes that emerged from data analysis include the need to use communication strategies, foster equal treatment of employees, implement employee development plans, and adopt a structured approach for addressing issues related to age-diversity. Implementation of the different strategies and recommendations identified in this study might aid business leaders in their effort to manage an age-diverse workforce and increase workplace productivity. Implications for social change include the potential to improve empathy and relations between individuals from different generations and the cultivation of a more cohesive society.

<p> Understanding the attitudes and attributes of innovators is crucial given the gatekeeper roles these individuals or organizations play in enabling innovation diffusion to occur. But what do innovators look like, and are their characteristics the same regardless of the type of innovation being adopted?</p><p> This case study of sought to understand the experience of the Pulaski Academy football program during the 2003 season as it acted as an innovator in adopting several radical innovations. The study provides a detailed case narrative that relies upon 25 existing text, audio, and video artifacts as well as 12 semi-structured interviews with program participants that included coaches, players and administrators, which were part of the 2003 Pulaski Academy football program.</p><p> The findings of this study suggest that the innovations Pulaski adopted were radical in nature as defined by Henderson &amp; Clark (1990) and did have an impact on the attributes required to be an innovator. Further, these attributes differed in several instances from what Rogers&rsquo; (2003) diffusion of innovations theory posits. The study showed that team&rsquo;s improved performance was the result of the adoption of a single radiation innovation, the no punting philosophy, but rather a combination of the adoption of several of the innovations and the leadership style of the head coach. The results of the case study confirmed Rogers&rsquo; (2003) and Goss&rsquo; (1979) assertion that unintended consequences occur with adoption. This particular case demonstrated that one of the unintended consequences of becoming an innovator is that the innovator status opens up additional and early access to other innovations. </p><p> These findings point to several recommendations for researchers, including: seeking to understand what innovator characteristics are unique for other innovation types noted in Henderson and Clark&rsquo;s typology, testing the findings of this case in other social contexts, and evaluating the role the other unintended consequences noted in the study had in contributing to the Pulaski&rsquo;s success. For practitioners, the findings suggest possible leadership core competencies needed to facilitate innovation adoption and a caution to avoid the temptation to look for a silver bullet when attempting to help an organization be more innovative.</p>

<p> This qualitative phenomenological study explored the experiences and coping strategies of six Black American women leaders in the Washington DC metro area. Using the conceptual framework of intersectionality, coupled with the concept of stigma-induced identity threat and the Transactional Model for Stress and Coping, the study linked the emotional and psychological outcomes of stigmatization and barriers in the workplace to a need to engage coping processes. Stigmatized leaders found it necessary to rely on a number of coping mechanisms, including: 1) mentorship, 2) internal peer support, 3) external support system, 4) reliance on faith, 5) &ldquo;speaking up&rdquo;, 6) overcompensation, and 7) withdrawal to overcome workplace barriers. Findings revealed that while it is common for leaders to consider and sometimes engage negative coping responses, positive coping responses were most common and most effective. Additionally, the findings indicated that withdrawal can, in some cases, serve as a positive coping response.</p>

<p>Employee turnover is high in small retail business, compelling business leaders to implement strategies that successfully reduce employee turnover. The conceptual framework guiding this study was the Herzberg 2-factor theory because the theory identifies factors that influence job satisfaction and employee turnover. The study population was retail owners and managers from small businesses in the retail industry in San Antonio, Texas who had demonstrated successful strategies to reduce employee turnover. A focus group was conducted with 4 retail managers, and semistructured interviews were conducted with 2 small retail owners, all of whom were recruited via purposeful criterion-based sampling. Yin?s 5-step process for data analysis of compiling, disassembling, reassembling, interpreting, and concluding resulted in themes of continuous learning in the workplace, communication, and valuing employees. These leaders provided continuous learning in the workplace, which demonstrated their value of their employees. Communication was a key concept discussed by all participants, as it built credibility with leaders and employees, increased productivity, and reduced turnover. The study has value to the practice of business because results may benefit industry growth by increasing retail leaders? knowledge levels about employee turnover. The findings may affect positive social change as leaders apply strategies useful for reducing employee turnover as lower turnover rates might reduce unemployment, stabilize communities, and improve the human and social conditions outside the workplace.

<p> Owners of family businesses in the private sector must be cognizant of nepotism to reduce skilled employee turnover. Guided by Herzberg two-factor theory as the conceptual framework, the purpose of this multiple case study was to explore strategies used by family owned and operated business leaders to minimize nepotistic practices that reduce skilled nonfamily employees&rsquo; voluntary turnover. The population for this study included 3 family owned and operated funeral establishments in the Midwest region of St. Louis, Missouri. These participants had sustained their family businesses longer than 5 years while minimizing skilled nonfamily employees&rsquo; voluntary turnover. Data were collected from semistructured face-to-face interviews, the review of proprietary documents, and public information. Data analysis included a 5-step process: compiling the data, disassembling the data into common codes, reassembling the data into themes, interpreting their meaning, and then reporting the themes. Member checking and methodological triangulation increased the trustworthiness of interpretations. Five themes emerged from the data analysis: work environment, effective communication, education and training, promotion opportunities, and policies and procedures. The implications for social change include (a) reducing nepotistic employment practices in family owned and operated businesses; (b) increasing economic growth potential while simultaneously benefiting employees, families, and communities; and (c) decreasing the unemployment rate. Family owned and operated business leaders can use the results of this study to implement change and to motivate and retain their skilled nonfamily employees.</p>

<p> The management consulting profession in the United States is one of the fastest growing and most profitable industries in the world. Despite the industry&rsquo;s increasing popularity and growth, racial minorities remain disproportionately underrepresented in this industry.</p><p> This dissertation sought to shed light on the unique experiences of minorities in the management consulting industry by examining the experiences of Black management consultants and the relationships that exist between the centrality of race, authenticity at work, and the use of race-based impression management (RIM) strategies. This study also sought to contribute to theory by validating a conceptual model, which posits that the centrality of race moderates the relationship between RIM strategies and authenticity at work.</p><p> An online survey was developed using existing instruments designed to measure the centrality of race to one&rsquo;s identity, authenticity at work, and the use of RIM strategies. Quantitative data were gathered from management consultants who identified as Black and were currently or previously employed at a large multinational management consulting firm with 100,000 or more employees. Usable data were collected from 201 participants, and structural equation modeling was used to analyze the data.</p><p> This study found that the RIM strategy social recategorization was significantly related to the ability to be authentic at work, and regardless of whether the centrality of race to one&rsquo;s identity was high or low, the relationship between social recategorization and participants&rsquo; ability to be authentic at work was negatively related. No significant relationship was found between RIM strategy of positive distinctiveness and the ability to be authentic at work, regardless of the degree of racial centrality. The conceptual model developed for this study could not be validated due to low levels of variance around the construct of racial centrality.</p><p> Findings from this study provide empirical insights into the experiences of Black management consultants and contribute to theory, practice, and research regarding the challenges associated with navigating cross-cultural interactions in the workplace.</p>