Domestic violence is a global issue and is one of the most widespread violations to human rights. The purpose of this qualitative case study was to examine strategies applied by 3 nongovernmental organizations (NGOs) to sustain and develop women's human rights. The theoretical foundation for this study was based on Sabatier and Jerkins' advocacy coalition framework and Jones and McBeth's theory of narrative policy. The research question was focused on the influence Lebanese laws have on domestic violence in supporting NGOs in promoting women's human rights. A case study design was used to answer the research question and in-depth interviews were conducted with 10 participants each from 3 selected NGOs. Data from the transcripts were analyzed using hand coding and analysis for emergent themes. The interviews and the reflective notes were organized based on how the participants perceived domestic violence and to what extent the existing laws enabled them to reduce the effect of domestic violence on society. The findings revealed that despite laws, women in Lebanon still suffer from domestic violence due to the patriarchal and confessional system, and this affects women's psychological and social lives. Recommendations include establishing a Google page that supports domestic violence victims and having NGOs provide preventative programs as well as counseling for men and women because domestic violence is a social problem. The implications for social change include informing policy makers of the importance of the issue, which increases awareness and can lead to new ways to reduce the effects of domestic violence.

Efficient managers influence the success and performance of organizations, in contrast to inefficient managers who may negatively affect employee motivation, productivity, stress levels, job satisfaction, and performance. Managers' ability to recognize emotions can positively affect employee motivation, job satisfaction, and performance, which is likely to decrease employee turnover. The purpose of this phenomenological research was to explore the perceptions among employees regarding their managers' EI in relation to employee motivation, job satisfaction, and performance in the Northern Virginia (NOVA) area. The presence of managers' EI skills was explored based on the emotional abilities to facilitate, understand, perceive, and manage emotions. Snowball sampling was used consisting of 20 employees from the NOVA area. The data were collected using in- depth face-to-face semi-structured interviews. Coding and categorizing of interview responses facilitated their thematic analysis. Findings from this sampling suggested that those employees who experienced managers with EI skills reported increased levels of motivation, job satisfaction, and performance. In contrast, those employees from the sampling who experienced managers with a lack of EI skills reported decreased levels of motivation, job satisfaction, and performance. These findings could contribute to positive social change in the workplace focusing on the potential for positive change in human resource, leadership, management, and higher education. The findings could also indicate how these skills help increase employees' motivation, job satisfaction, and performance, as well as effectively manage employee turnover, and improve organizational success.

The tourism industry dominates the Bahamian national economy. While seaport visitor arrivals continue to rise, stopover visitor arrivals continue to decline due to a recurring theme of negative front-line hotel staff attitudes. Eliminating negative staff attitudes toward stopover visitors is important for hoteliers, the government, and all stakeholders of the Bahamian tourism industry. Guided by servant leadership theory, the purpose of this research was to investigate the servant leadership dimensions that motivate Bahamian front-line hotel workers. This quantitative cross-sectional study involved the use of the Servant Leadership Survey (SLS) developed by Dierendonck and Nuijten. There were 8 specific servant leadership dimensions measured against 7 sociodemographic attributes to answer 2 research questions (RQ). A random sample of 646 front-line hotel workers participated in the study. For RQ1, independent t-tests and one-way analysis of variance produced significant results for the union, region, and department demographic groups. For RQ2, k-means cluster analysis generated a 2-cluster model with significant F-statistic value contributions across all 8 composite variables. Based on the final cluster centers, the 8 SLS composite variable average mean results equate to cautious support for the acceptance and application of servant leadership. The research findings may lead to positive social change by supporting the creation of a new leadership model in the Bahamian tourism industry that enables hoteliers to increase Bahamian front-line hotel workers' motivation and thereby decrease negative staff attitudes manifested in the workplace.

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Work-life balance remains a challenge for transformational leaders who are managers in the hospitality industry. Guided by the principles of leader member exchange theory, this quantitative study investigated how transformational leadership level predicted a commitment to work-life balance roles for 100 degreed frontline hotel managers. In particular, the effects of transformational leadership and commitment on job roles, family roles, friendship roles, and social roles were explored. Transformational leadership was measured using the Team Multifactor Leadership Questionnaire, and work-life balance role commitment was measured using the Investment Model Scale Commitment Inventory. There was a thorough review of the responses from the questionnaire and the data was computed in SPSS software. The findings suggested a predictive relationship between transformational leadership and commitment to job roles. This study contributes to the few studies conducted on transformational leadership's effect on work-life balance and further expands the organizational psychology literature by showing that transformational leadership level predicts commitment to work-life balance roles among degreed hotel managers in front-line work teams. The results promote positive social change by the sustainability of organizational effectiveness for the hospitality industry through human capital by focusing on transformational leadership training. Lastly, this study contributed to positive social change through its presentation of alternative techniques to work-life balance situations within the hospitality industry, which could positively impact employment situations through training programs, classroom simulations, and conferences.

Child welfare leaders reflect their organizations' mission and vision and are entrusted to provide support to employees, who in turn provide services to one of the most vulnerable populations, children. Little, however is known about how leaders perceive their roles and responsibilities in terms of providing sufficient supervisory and guidance to child welfare workers in order to support organizational goals. Guided by Houses' path-goal theory, this phenomenological study examined the perceptions of child welfare leaders related to leadership behaviors, strategies to improve administration, work performance, communication, and fostering an inclusive work environment. A sample of 16 participants working as administrators, county directors, and supervisors in the nonprofit sector of a southeastern state completed semi structured open-ended surveys using Survey Gizmo. Data were analyzed via Moustaka's modified vanKaam method. Findings from this study indicated that participants perceived positive experiences with a supportive leadership style that allowed for more alignment to the workgroup by increasing job sharing that created autonomy and accountability. Factors such as coaching to better manage caseloads were believed to improve employee performance and satisfaction. Effective leaders removed barriers that prevented upward mobility, and provided sustainable work practices. The results of this study may impact social change by raising awareness among organizational leaders to recognize the value of employees and provide an inclusive and supportive workplace environment.

Skilled and experienced registered nurse employees are critical to the organizational success and stability of hospitals, but an annual average registered nurse turnover rate of 14% can result in financial losses of millions of dollars annually for the typical hospital in the United States. The purpose of this multiple case study was to explore the engagement strategies hospital nurse managers use to retain registered nurses. The study population included 8 nurse managers employed by hospitals in West Central Florida who have successfully implemented engagement strategies to retain registered nurses. The conceptual framework for the study was based on systems theory and the job characteristics theory. Data collection was conducted through semistructured in-person interviews and a review of company documents. The credibility and reliability of the data analysis was reinforced through supplemental follow-up questions, member checking, and methodological triangulation. The 3 themes that emerged were nurse engagement strategies, leadership influence and organizational culture, and nurse development. The findings from this research study could contribute to positive social change by providing nurse managers with strategies for retaining valuable and skilled registered nurses to enable them to improve registered nurse work experiences. The retention of registered nurses and reduced employee turnover might result in higher job satisfaction and work engagement for registered nurses, and improved organizational growth and stability.

Most companies lack the ability to implement organizational change; over 70% of Organization Change Initiatives (OCIs) fail. This inability has negative economic and survival implications for companies. OCIs must be effective and rapid to match the high pace of change in the business environment. Transformational leadership (TL) has been linked to successful OCIs through its positive influence on employee commitment and reduced resistance to change, yet little research has been done to identify its association with OCI implementation speed. This study tested TL and change theory and their association with change implementation. It sought to determine if a relationship exists between TL behavior and OCI implementation time. Archival survey and change data from 98 domestic and international manufacturing plants were used to examine relationships between employees' perceptions of leadership communication and trustworthiness and the speed of change. Hierarchical linear regression was used to determine if these behaviors could predict the change speed of an OCI. The study confirmed the association between effective leadership communication and employee trust in leadership, but it found no significant relationship between TL behavior and the speed of change. This finding is inconsistent with the majority of TL literature; however, companies may still benefit from exploring the potential of the study's theoretical concepts to help them improve the speed of organizational change. The limitations of the study were also noted as a potential contributor to the lack of significant findings, and recommendations are offered to reduce validity risk for similar studies in the future.

In the private sector, organizational justice has consistently demonstrated a strong correlation with trust in management, employee commitment, and performance. The purpose of this study was to investigate whether organizational justice had a similar relationship with social processes in the educational arena. This study examined the relationship between organizational justice and school climate and it sought to replicate earlier findings of a significant link between perceptions of justice and faculty trust. The Organizational Justice Scale (OJS), School Climate Index (SCI), and Omnibus T-Scale were used to survey 988 licensed, professional staff members in 30 public high schools in Virginia.;A significant positive relationship was found between organizational justice and school climate. Additional analysis revealed a significant positive correlation between justice and each school climate factor: collegial leadership, teacher professionalism, academic press, and community engagement. When regressed with the other climate factors, collegial leadership alone demonstrated a significant independent effect on organizational justice. A significant positive correlation was also found between organizational justice and all three faculty trust factors: trust in principal, trust in colleagues, and trust in clients. However, only trust in the principal demonstrated a significant and independent effect on organizational justice when regressed with the other trust factors.

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