<p> The purpose of this study was to examine stereotype-driven discrimination as an explanation for veteran unemployment. Specifically, the study hypothesized that veteran job applicants would be rated lower in warmth, competence, and hirability than nonveteran job applicants. It was also hypothesized that application materials with warmth and competence manipulations would be rated higher in warmth, competence, and hirability. The third hypothesis posited that there would be a three-way interaction between veteran status, application materials, and hiring managers&rsquo; implicit person theories such that the difference between veterans and nonveterans in ratings of warmth, competence, and hirability would be attenuated when participants were presented with manipulated application materials and when they were incremental theorists. All three hypotheses were unsupported when tested with a 2 X 2 X 2 MANOVA. Exploratory analyses using a 2 X 2 X 3 design, however, found partial support for hypothesis three. Implications, limitations, and future research are discussed.</p><p>

<p> Leaders in organizations face complex situations, including how to develop valued leadership qualities to enhance an organization's performance. Research suggests improved emotional intelligence across various types of organizational leaders enhances charisma, connection, supports increased rates of promotion, and higher salaries. One measure of organizational effectiveness that has emerged more so in the research of the last decade is employee engagement. Although employee engagement has been studied, research regarding its association with the social competences of emotional intelligence has been limited. In this dissertation study I conducted research to investigate the potential relationships between emotional intelligence social competencies as representative measures of effective leadership traits in order to assess whether an association exists between relationship management and social awareness and the employee engagement scores a leader receives from his or her direct reports.</p><p>

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We live in a world that requires us to adapt to change rapidly in both professional and personal settings (Lorenzi & Riley, 2000; Murthy, 2007). For many businesses, change is a way to survive in a competitive market. Businesses must react quickly in order to remain competitive and overcome challenges in a volatile environment. One way to react effectively is to engage Change Management methodology in the organization. The purpose of the study was to help strengthen and validate competencies developed by ACMP and determine which ones are most critical by collecting survey responses from Change Management practitioners. These members helped to identify the five most critical competencies that employers should actively seek among candidates and for colleges to better prepare students for the job market. The five competencies were Identify sponsors supporting and accountable for the change, Define the change, Determine why the change is required, Identify stakeholders affected by the change, and Execute, manage, and monitor implementation of change management plan. Findings revealed that four out of five top rated competencies were from the first category Evaluate change impact and organizational readiness. One explanation is that the vast majority of the top competencies found in the first category determine the likelihood of success of a project, therefore Change Management practitioners placed importance towards the first category. / A Dissertation submitted to the Department of Educational Psychology and Learning Systems in partial fulfillment of the Doctor of Philosophy. / Spring Semester 2017. / April 7, 2017. / Includes bibliographical references. / James D. Klein, Professor Directing Dissertation; Bruce Lamont, University Representative; Marcy Driscoll, Committee Member; Jim Sampson, Committee Member.

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