No description available.

No description available.

No description available.

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.

The effectiveness of leadership is largely dependent on whether the leadership competencies exhibited by leaders are congruent with the value system endorsed by subordinates. One of the ways in which leaders can influence subordinates is by understanding the leadership competencies valued by subordinates. Gender and national culture are two of the many factors that have an influence on the leadership competencies valued by subordinates. A large amount of research has been conducted to determine if, indeed, gender and national culture influence the leadership competencies subordinates' value. However, most of this research has been conducted in Europe and North America, places in which national cultures differ significantly from those prevailing in African countries. This study, from a South African and Zimbabwean perspective, attempted to ascertain if gender and national culture influence the leadership competencies they value in their leaders. Existing studies have indicated that gender and national culture do not influence the leadership competencies valued in a leader. The findings of this study are in accordance with previous research and agree that gender and national culture do not influence the leadership competencies valued in a leader. The results of this study indicated that male and female subordinates value similar leadership competencies. With respect to national culture, both South African and Zimbabwean subordinates value similar leadership competencies. Based on the findings of this study, regardless of gender and national culture, all subordinates value a leader who is loyal, visionary, openly embodies integrity, and is a leader who empowers subordinates.

<p> In an era of continuing economic uncertainty public sector organizations face unprecedented challenges in resourcing increasingly complex missions. To meet these challenges public sector managers must look for innovative ways to resource essential missions and define public sector outcomes. The use of collaboration to create public value represents one way to provide effective and efficient service in this environment. </p><p> This study informs the subject of <i>collaboration</i> as a mechanism for creating public value by considering these concepts as a practical matter against actual events or programs involving the California Highway Patrol, a large State police agency with multiple missions and complex inter-agency relationships. The results of the study demonstrate a correlation between the strength of the collaborative effort and the results obtained, as well as the effect of circumstances on results. In identifying a common formula for evaluating these concepts, other public programs can be evaluated based on these contexts.</p>

<p> This qualitative phenomenological study using Moustakas&rsquo;s (1994) modified van Kaam methodology explored eight work participation specialists&rsquo; (WPS) experiences of barriers to customer services for their physiological functioning in Central Maryland&rsquo;s DSS region. The data were collected through face-to-face audio-recorded interviews. Interviews were transcribed and analyzed using NVivo (10). The Administration at this Social Service Agency was the primary theme in this study, which resulted in three subthemes including leadership, management, and policy.</p>

<p> PURPOSE. The purpose of this study was to identify the career benefits and calculate the return on investment (ROI) of unpaid volunteer leadership as perceived by chapter leaders in a professional talent development industry association. The definition of career benefits was adapted from Hirschi&rsquo;s Career Resources Model, which includes: social capital, human capital, career identity and psychological resources (2012). Additionally, this study used the ROI Institute&rsquo;s ROI MethodologyTM to identify and calculate the costs and benefits of volunteer leadership to determine the ROI of time served as an unpaid volunteer leader (2013).</p><p> METHODS. This descriptive mixed-method study gathered quantitative and qualitative data via an online survey and semi-structured telephone interviews from 40 volunteer chapter leaders of the Association for Talent Development (ATD). </p><p> FINDINGS. There were multiple positive findings and several levels of ROI data documenting the strong value of volunteer leadership in a professional talent development association, and also demonstrating that there is very positive return from giving back to the profession. By giving their time and sometimes their money, volunteer leaders reaped multiple career benefits such as skill development, deeper relationships, publishing, contracts, speaking opportunities, new jobs and promotions. These specific career benefits resulted in a very significant positive financial ROI of 246%. </p><p> CONCLUSIONS. This study proved the paradox of volunteer leadership &mdash; often the main motivator is to give back, however what volunteer leaders receive is so much more. There is a strong tangible return on investment, as well as numerous intangible career benefits for serving as a volunteer leader in a professional talent development association. RECOMMENDATIONS. This study provides ideas for leveraging the value of volunteer leadership for individuals, associations and organizations. Individuals can improve or enhance their social capital, human capital, psychological resources and career identity. Associations can use this data to provide clear evidence of the value of volunteer leadership. Finally, corporations can encourage volunteer leadership as a tool to enhance or accelerate the leadership development of employees while also supporting professional industry associations.</p>

<p> When researchers and policy makers look toward teacher issues, the focus is typically on novice teachers who are at considerable risk of leaving the profession prematurely. Without dismissing the importance of these teachers, a crucial population of educators is often overlooked: the experienced teacher. These teachers face many of the same challenges as beginning teachers, and must do so over a long and relatively flat career trajectory. As the state of California looks to recruit a new generation of teachers to meet the demands of a growing population, it would be wise to also look for ways to keep experienced teachers engaged, fresh, and motivated. Research has shown that mentoring and other professional development opportunities can help as a means of giving back to the teaching profession. Thus, policymakers and education leaders have an opportunity to utilize existing teacher training program infrastructure to address multiple challenges with singular programmatic solutions. </p><p> The purpose of this cross-sectional survey study was to examine the impact of mentoring and co-teaching within a specialized induction program on the motivation of experienced teachers who served as mentors to beginning teachers while also gaining a glimpse of their interest in participating in a program of this nature. A conceptual framework blending mentoring program assessment and motivation theories guided the development of a survey instrument designed to measure experienced teacher motivation as it relates to their perceptions of the quality of programmatic elements of the induction program. The sample population included 199 mentor-teachers within a large urban California school district, from whom 56 valid responses were recorded. (Abstract shortened by ProQuest.)</p>

<p> This qualitative study provides a snapshot into what corporations say and what they do with regard to stakeholder engagement in the context of Corporate Social Responsibility (CSR) and considers the difference in the promises made and the actions taken by corporations in the minds of stakeholders. As the research of CSR questions what a corporation is responsible for and Stakeholder Theory (ST) questions whom the corporation is responsible to, CSR and ST provide conceptual frameworks for the study. A genuine commitment to CSR and stakeholder engagement contributes to sustainability, impacting the Triple Bottom Line (TBL) of an organization. According to the National Research Council, there is an urgent need for corporations within the U.S. Healthcare sector to make such a commitment. As large corporations are established organizations with greater resources to engage stakeholders in support of CSR, many believe they should take the lead. Consequently, this study identified six large-capitalization (large-cap) corporations within the U.S. Healthcare sector, representing six different industries within the sector that complied with Global Reporting Initiative (GRI) guidelines, the study&rsquo;s sampling criteria. Content analysis of Annual Reports to Shareholders, CSR Reports, and RepRisk Reports of the corporations selected for study allowed the researcher to formulate several conclusions. A corporation&rsquo;s commitment to ESG issues evolves over time, while their level of engagement with stakeholders fluctuates. Further, the communication style of a corporation can influence perceived commitment to ESG issues and stakeholder engagement. Finally, corporations committed to ESG issues and stakeholder engagement are not immune to incidents of ESG risk, which in turn, negatively impacts a corporation&rsquo;s reputation and impairs sustainability. A critical management approach to improve our nation&rsquo;s healthcare system is the adoption of a stakeholder orientation in support of CSR efforts. This study reveals a path that corporations within the sector can take to adopt such approaches. The importance of this study lies in the observations shared to further understand if corporations walk the talk with regard to stakeholder engagement in support of CSR and the recommendations offered that hopefully inspire more healthcare corporations to contribute to the transformation required.</p>