The purpose of this research is to determine the degree to which a positive experience with nursing leadership increases nurse's job satisfaction. The different values and norms of the generational cohorts result in each cohort perceiving leadership characteristics differently. Factors such as length of exposure to leadership, location, shift worked, clinical versus non-clinical positions and the presence or absence of Servant-Leadership, all have the potential to impact nursing satisfaction. Nursing satisfaction, or dissatisfaction impacts retention, further modifying nursing leadership practices. Conflict, Cohort, Servant-Leadership, and Self-Discrepancy theories were utilized to identify the relationships of generations to each other and to the leadership characteristics existing in their organizations. Two Central Florida healthcare organizations were utilized to obtain data regarding leadership characteristics, generational cohort and nursing satisfaction indicators. A total of 440 survey questionnaires were distributed, 182 were returned, a response rate of 41%. Factor Analysis utilizing principal component analysis was performed to reduce the 57 variables contained within questionnaires to one construct that represented a leadership characteristics variable. This variable was utilized to test 3 of the hypotheses. Principal component analysis was utilized to reduce 10 characteristics of Servant-Leadership, to a construct that represented a Servant-Leadership variable. Qualitative data was collected from 25 interviewees and was used to enrich and supplement the quantitative data from the survey questionnaires. Nursing leadership characteristics affect nursing satisfaction as demonstrated by this research. The more positive the perception or experience of nurses in relation to nursing leadership, the more job satisfaction increases. Even though literature states that Generation X employees exhibit less job satisfaction, due to generational specific values and norms, generational cohort did not demonstrate significance in this study. A positive perception of nursing leadership characteristics demonstrated a positive impact on nursing retention within an organization. Nurses who are satisfied with leadership characteristics tend to stay with that organization. The presence of Servant-Leadership characteristics also demonstrated a positive impact on nursing job satisfaction and retention. Leaders that demonstrate Servant-Leadership characteristics engender increased job satisfaction for their employees and increased retention of nurses for their organizations.

The Church of Jesus Christ of Latter-day Saints provides a multitude of leadership opportunities to its members. Although many valuable leadership training resources are available, the Book of Mormon is surprisingly absent as a source material on leadership. Written by and about leaders in the ancient Americas, it seems like the Book of Mormon should contain important principles on how to lead within the context of building God’s kingdom that could be instructive. The Book of Mormon was not preserved to teach modern leadership styles, nor does its usefulness depend on how it does or does not connect to these leadership theories. However, an analysis of the leadership qualities and practices exhibited by leaders in the Book of Mormon could help leaders in the Church to use the Book of Mormon for inspiration and guidance.This paper analyzed the leadership decisions exhibited by Captain Moroni and identified remarkable similarities to transformational leadership and its four components. Nephi, on the other hand, showed a servant leader mentality. Both of these leaders achieved remarkable levels of success, consistent with the current literature on both styles of leadership.

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Yes / This article introduces a critical approach to follower/ship studies through exploring the unarticulated but highly influential implicit academic theory of follower/ship that informs dominant paradigms of leadership. Research into follower/ship is developing apace but the field lacks a critical account. Such an absence of critical voice renders researchers unaware of the performative effect of their studies, that is, how their studies actively constitute that of which they speak. So, do studies of followers (and leaders, it follows) constitute that very actuality they are studying? Analysis of seminal papers in three major categories of leadership, leader-centric, multiple leadership and leader-centred, shows that leadership theory is underpinned by the desire for power and control over the potentially dangerous masses, now labelled ‘followers’. The etiolated perspective of the people called ‘followers’ undermines leadership theory, and we recommend the wisdom of leaving follower/ship unexplored.

This dissertation explores the complex relationship between servant leadership and social loafing within organizational settings. Drawing upon the collective effort model, social exchange theory, and trait activation theory, this research explores how servant leadership impacts social loafing. Employing a two-wave online survey methodology with full-time workers in the USA, this study examines the direct effects of servant leadership on social loafing and investigates the mediating roles of perceived insider status, civility, and psychological empowerment. Furthermore, it assesses how individual differences—such as honesty-humility, psychological entitlement, and exchange ideology—moderate these relationships.Initial findings reveal a complex relationship between servant leadership and social loafing, with certain components of servant leadership directly influencing social loafing in both positive and negative directions. Specifically, emotional healing and ethical behavior factors of servant leadership were found to reduce social loafing, whereas putting subordinates first appears to unexpectedly increase social loafing. In addition, with the inclusion of social desirability, task interdependence, and task visibility as control variables, we see a marked decrease in the direct relationship between servant leadership and social loafing. Importantly, servant leadership does act as an indirect negative influence on social loafing through the mediating mechanisms of psychological empowerment, perceived insider status, and perceived leader civility. However, there were no detectable moderation effects from our interaction variables of psychological entitlement, honesty/humility, and exchange ideology. The research contributes to the broader literature on leadership and motivation by highlighting the conditional effects of servant leadership on individual motivation within groups, offering valuable insights for organizational leaders aiming to foster a culture of high engagement and minimal social loafing. Through a comprehensive analysis, this dissertation provides a deeper understanding of how servant leadership can be effectively leveraged to combat social loafing, emphasizing the importance of aligning leadership approaches with individual employee characteristics and group dynamics.

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In the United States, turnover threatens the economic status of the restaurant industry. In 2016, the turnover rate for the fast-casual restaurant dining industry was 1.8 million people with approximately 3 million people working in the industry. Restaurant leaders struggle with solutions to help reduce the problems of turnover. Guided by the servant leadership theory, the purpose of this correlational study was to examine the relationship between empowerment, interpersonal support, and turnover in the fast-casual restaurant industry. A convenient sample of fast-casual restaurant supervisors (n =58) in the Midwestern region of the United States completed a survey with questions related to empowerment and interpersonal support from the servant leadership survey and questions from the turnover survey. The results of a multiple regression did not predict turnover F(8, 49) = .976; p >.05; R2 = .137). The effect size indicated that the regression model accounted for 14% of the variance in turnover. Empowerment (β = -.023, p = .916) did not relate any significant variation in turnover. Interpersonal support (β = .066, p = .146) did not relate any significant variation in turnover. Empowerment and interpersonal support could affect social change by enhancing the well-being of employees, which can encourage employees to provide better service in the restaurant business. Empowerment and interpersonal support include motivating factors in employee development, leading to volunteer and charitable contributions in the communities.

Nonprofit organizational leaders (NOLs) face laws that require increased transparency and more oversight on funding allocations. Grounded by a conceptual framework of Hersey and Blanchard's situational leadership theory, Burns's transformational leadership theory, and Greenleaf's servant leadership theory, this multiple case study was developed to explore the leadership strategies of NOLs who implemented requirements of New York's Non-Profit Revitalization Act to increase funding allocations to support fulfillment of the organizational mission and achieve sustainability. The study population comprised NOLs from the Northeastern United States, who implemented requirements of the Non-Profit Revitalization Act requirements. Face-to-face semistructured interviews with 5 NOLs, a review of organizational documents, and member-checking were used to collect data for the study. Data were analyzed using a framework method to determine themes, visualization to code the data, and methodological triangulation to validate themes. Three main themes emerged from the data analysis: strategies for building and maintaining relationships increased funding allocations and sustainability, trust and accountability strategies improved organizational mission achievement and funding allocations, and strategies for higher standards and expectations improved sustainability. The findings from this study may contribute to positive social change by providing insight to NOLs about the need to create leadership strategies to build relationships and trust with stakeholders while operating a more responsible nonprofit organization, thereby creating a better connection between organizational systems and increasing service effectiveness.