<p> Innovation is essential for organizational survival and effectiveness and often requires a balance between managing existing competencies, skills, and resources, and pursuing newer and radical aspirations. Organizational leaders play an important role in fostering innovation in the workplace and striking a unique equilibrium between these competing priorities to maximize individual creativity and organizational innovation outcomes. By employing path analyses, this study examined the relationship between two leadership styles&mdash;transformational leadership (TFL) and leader-member exchange (LMX) and two forms of organizational innovation (exploration and exploitation). The study also investigated the role that individual and organizational variables played in explaining the leadership-innovation relationship. </p><p> Results suggested positive but non-significant relationships between leadership styles and organizational innovation due to the high correlations and overlap between the two leadership styles. Follower autonomy was positively and significantly related to exploration innovation. When analyzed separately, positive and significant associations were found for both leadership styles and organizational innovation. Results of this study suggest the equal importance of transformational and relational styles of leadership towards fostering both forms of organizational innovation. In particular, organizational support for innovation was found to mediate the leadership-innovation relationship, suggesting the importance of social mechanisms in translating the effects of leadership into innovation outcomes for the organization.</p>

<p> This study empirically explores operational practices and archetypes of design thinking in various organizational constructs. The emphasis is on examining the common operational practices applied in design thinking initiatives, to determine whether there are variations in the patterns of applications of these operational practices across different design thinking initiatives, and to identify what may explain such variations if they indeed do exist. The extant literature on design thinking distributed across many disciplines was assessed to determine the common operational practices underlying design thinking initiatives. These practices were then tested in the real-work context of 41 design thinking initiatives.</p><p> Two hypotheses were central to this study. First, the many operational practices of design thinking can be reduced to certain core elements or factors that are consistent across various contexts of design thinking initiatives. This hypothesis is tested through factor analysis of 32 operational practices of design thinking across 41 design thinking initiatives. Second, there will be specific archetypes or clusters of design thinking across various contexts where emphasis on core operational practices will vary depending on the context of the design thinking initiative. This hypothesis is tested through cluster analysis of the results of the factor analysis of the 32 operational practices of design thinking derived from the data cross the 41 design thinking initiatives. The cluster analysis assesses whether there are, indeed, archetypal differences in terms of these core operational practices. Then, using qualitative data derived from interviews of 10 design thinking initiatives, case exemplars highlight each of the four archetypes of design thinking initiatives and further speculate on the assumptive domain or the guiding principles that undergird these different archetypes of design thinking operational practices.</p><p> This study shows seven factors of operational practices of design thinking emerging from the data, identifying empirical categories that are present across various contexts of design thinking initiatives. These empirical categories highlight the consistency and importance of concepts in design thinking, including cooperative understanding; aspirational visioning; truth seeking; comprehensive solutioning; optimistic collaborating; analytical prototyping; and personal reflecting. Further analysis of the data revealed four archetypes of design thinking initiatives that differed by operational practices of design thinking as well as other key organizational characteristics. A metaphorical construct was applied to the archetypes to symbolize the similarities of the design thinking initiatives to four sports races: training, emphasizing learning by doing and more novice design thinking initiatives; marathons, capturing personal reflection in long timeframe change initiatives; relays, highlighting team collaboration and codesign in complex initiatives; and sprints, emphasizing fast-paced product innovation initiatives. Case studies of the four archetypes were used to provide context to the archetypes. Speculation on the underlying assumptive domains of the archetypes is captured in a model differentiating designer-led versus team-driven design thinking initiatives and low versus high sense of urgency.</p><p> Ideally, the results of this study may provide diagnostic insight into the patterns of design thinking initiatives, thus helping managers recognize aspects of design thinking that may already be present in their organization. The archetypes may also be used predictively, aiding organizations pursuing design thinking by utilizing the model as a way of identifying characteristics similar to their own design thinking considerations and goals.</p>

<p> In recent years, nursing faculty incivility has been a searing topic of research. Nursing research included studies on incivility among nursing students, incivility between nursing students and nursing faculty, and incivility in the clinical setting. However, literature specifically on nursing faculty incivility was limited. This descriptive, quantitative study examined perceived levels of workplace incivility among nursing faculty members. The sample (<i> n</i> = 257) consisted of nursing faculty members employed at community colleges in North Carolina. The methodology included a non-experimental, online survey design using Martin and Hine's (2005) <i>Uncivil Workplace Behavior Questionaire</i>and a demographics survey. Data analysis included use of descriptive and inferential statistics. Findings revealed three themes (a) the description of workplace incivility among nursing faculty aligned with Bandura's (1977) social learning theory and Andersson and Pearson's (1999) incivility spiral; (b) workplace incivility among nursing faculty existed in the community college setting; and (c) most demographic factors did not influence the extent to which faculty members perceived uncivil behaviors among their peers. However, there were four exceptions: hostility and full-time employment, hostility and salary range, privacy invasion and ethnicity, and uncivil behaviors and the number of years of full-time teaching. Implications for nursing education included turning conflict into problem-solving and collaboration, and cultivating climates of civility and cultures of openness, inclusion, and social connectedness.</p>

<p> The study of leadership in wide range of organizational settings has demonstrated the advantage the Full Range Leadership (FRL) of transformational leadership approach over other leadership styles in predicting organizational performance and other outcomes. Research has found that leadership is one of the most significant contributors to organizational performance. However, very little research has been completed on the link between FRL and organizational performance at American Muslim Organizations (AMOs). This lack of empirical research, the increase use of FRL in assessing pastoral leadership (Rowold, 2008), and its positive and strong association with effective organizations as shown in literature were the primary motivators for this study. The Multifactor Leadership Questionnaire (MLQ-5X), a proven leadership assessment test, was administered to 320 congregants at 12 AMOs in the greater Dallas area, TX, USA to determine preferred leadership styles and whether there is a significant correlation relationship between senior leadership styles and organization performance. Created and updated by Bass and Avolio (2004), the questionnaire measure three objective indicators of organizational performance: congregants&rsquo; satisfaction with leadership, motivation toward extra effort, and perceived leadership effectiveness. Results of descriptive analysis showed that senior leaders at AMOs scored relatively high in the average of all responses and in six of the nine leadership factors, suggesting that Full Range Transformational Leadership Model (FRLM) was the style practiced by senior leaders at targeted organizations.</p><p> The results of multiple regression analysis of aggregated leadership factors scores revealed that blended specific elements of the (FRLM) led to higher satisfaction, motivation toward extra effort and perceived leadership effectiveness among congregants.</p><p> Multiple regression analysis for separate leadership factors scores revealed the following findings: (1) Contingent Reward leadership style (CR), which requires performance measurements to reward achievement beyond meeting standards, is inextricably linked with the Transformational leadership style. (2) FRLM consisted of nine hierarchal factors on a continuum basis and strongly proffered as the most effective leadership approach at the studied context. (3) Idealized influence, attribute and behavior, did not reach significance, suggesting that AMOs are shifting from religious leadership to secular one. (4) Intellectual stimulation did not reach significance either, suggesting that leadership at AMOs does not empower followers nor facilitate creativity and independent thinking among them.</p><p> Factor analysis findings (PCA) suggested that the nine factors of FRLM can be represented by three main factors to explain 75.4 of the variability in the original data. The findings of this study provided strong support for FRLM to work well with the senior leadership at AMOs. Discussion of the implications and recommendations was provided.</p>

<p> This qualitative phenomenological study explored and identified patterns and types of workplace bullying through the witnesses&rsquo; perception. The lack of relevant organizational policies and controls makes it difficult for employees in the United States to report workplace bullying for fear of ridicule, being viewed as weak, or being terminated. There is a need for a richer and more detailed understanding of bullied leaders and employees as they witness the experience of workplace bullying. This study explored and identified actions that were perceived as bullying; explored the impacts, perspectives, and experiences of the witnesses; and developed a model that may assist organizations in mitigating bullying. This study examined 24 organizational leaders and employees from various organizations primarily living in Charlottesville, Virginia area. The results revealed the perception that the responsibility lies not only with the bully, victim, or witness, but with the entire organization. In addition the study exposed that bullying was prevalent within the workplaces and included actions of job intimidation and verbal abuse, which included, yelling, screaming, cursing, and name calling, as well as causing employees to feel stressed, uncomfortable, overwhelmed and not want to work in this type of environment. All of the participants acknowledged that they had witnessed bullying by a supervisor or manager and the most bullying action was job intimidation, the threat of losing a job. A model based on the findings was developed to help transform the organizational culture where the total organization is involved in mitigating bullying in the workplace. The outcomes of this study provide an opportunity for an organization to take a realistic stance against bullying in the workplace.</p>

<p> Studies show that improvisation in leadership decision making is on the rise, and it transpires in organizations 75-90% of the time, yet very little research has explored this skillset. No other leadership skillset that is applied two thirds of the time has ever been so underdeveloped. The purpose of this study was to assess the effects of a pilot workshop applying a Holistic Improvisational Leadership Model as developed by the researcher and based on the latest improvisation research. The study employed a mixed methods design to gather qualitative and quantitative data for a descriptive evaluation of the pilot training workshop. Nonproportional quota sampling and triangulation were used to maximize cross verification and validity of the data. This study explored the skills leaders acquired and applied during, immediately after, 1 month after the workshop, and in 3 months. The study was pilot-tested on 6 different groups and a total of 67 leaders from various regions, industries and organizations. </p><p> Primary findings revealed that participants gained the highest benefits in working with others and their ability to lead. Executive and educational leaders gained the awareness that 79% of their decisions at work were made spontaneously as opposed to 71% for all leaders. 100% of executives and senior leaders indicated acquiring more effective listening skills. Moreover, the concept of competent risks and celebrating failure appeared to have the most transformational impact on the participants' sense of self, willingness to take risks, and acquire new skills. The workshop seemed to bring participants' stress level down to an optimal level and enhance mindfulness. Ultimately, it was concluded the study's workshop was most effective as a continuous 3.5 hours. </p><p> Learning to improvise experientially includes a process of unlearning old routines of decision making and re-learning more effective skills. Hence, the researcher recommends follow-up learning sessions to complete the cycle of learning. Utilizing grounded theory, the findings from the study led to the revision of Tabaee's Holistic Improvisational Leadership Model. The researcher recommends following the model by teaching the competencies not only to leaders but to all employees for achieving OPTIMAL strategy and performance for the organization.</p>

<p> The purpose of this quantitative, survey-based study was to investigate the relationship between anger and hatred in an effort to learn more about how to understand and curb the problem of workplace violence. In particular, perfectionism was examined as a possible mediator of the relationship between anger and hatred. The study was conducted on a sample of 1,192 people. The statistical techniques of correlation, partial correlation, linear regression, and principal components analysis (PCA) were used to examine the relationship between variables in the study. The following conclusions were reached: (a) The correlation between hatred and anger was significant (<i>p</i> &lt; .001) but weak (R = .298), and these values changed slightly (R=.221) when controlling for the influence of perfectionism; (b) PCA revealed hatred and anger to be highly distinct from each other; (c) PCA revealed that the sub-scales of anger and hatred were sensitive to differences in how anger and hatred are felt and expressed; (d) the relationship between anger and motivation was not significant (<i>p</i> = &lt; .001); (e) the relationship between hatred and motivation was not significant (<i>p</i> = &lt; .001); (f) anger and hatred were not multicollinear in their association with motivation; and (f) for younger subjects, anger was a weaker predictor of hatred, while for older subjects anger was a stronger predictor of hatred. Based on these findings, the main conclusion of the study is that existing theories that associate anger and hatred might require revision based on further analysis of the differences between anger and hatred</p>

<p>Healthcare as an industry included over 14 million workers in the United States and accounted for more than 15 percent of total Gross Domestic Product in 2008. Healthcare, particularly hospitals, played a significant role in shaping the culture, economy and quality of life throughout the United States beginning in the late nineteenth century and continuing to the present. For this reason, it was important to understand the nature of hospitals as healthcare organizations and the nature of leadership within these organizations. Metaphors were identified as a viable way to capture the structure and functioning of hospitals through their evolution as organizations over the past century and were used to evaluate the effectiveness of hospital leadership in responding to environmental, financial and societal changes. Based on this assessment, the role of metaphors as a leadership tool was examined and as well as the potential role of metaphors in promoting organizations development. </p><p> A survey of Certified Professionals in Healthcare Quality (CPHQ) in the Northeastern United States was used to assess the prevalence of the two most common metaphors cited in the literature for healthcare organizations, mechanistic and complex adaptive system. A unique aspect of this survey was the use of paired statements reflecting characteristics of the two most common metaphors to evaluate their use in healthcare organizations. Surprisingly, the metaphors frequently cited in the literature were identified infrequently and no metaphors were identified consistently across hospitals in the region. </p>

<p> This study explored the conditions and outcomes of student transformational learning (TL) in a semester-long community college work placement context. Thirty-five interdisciplinary students participated in an appreciative inquiry survey and interview protocol. 31% experienced a high degree of TL, reporting nearly twice the degree of change as low TL students and also exhibiting multiple TL outcomes. They exhibited self-growth, changed frame of reference, confidence, new behaviors and habits, and also described an emergent sense of hope, empowerment, and new possibilities. Positive emotions were the strongest differentiator of high versus low TL. The professional learning context, work culture, and relationships facilitated the greatest impact for high TL. Financial aid was the only personal condition of significance. Leveraging new workplace experiences to catalyze authentic learner capabilities as characterized by TL, offers promising potential for educators and employers alike to build sustainable future capacity. Continued TL research should explore positive, holistic methodologies.</p>

<p> This study explored effectiveness in nonprofit collaborative networks (NPCNs) and the role shared values played in that effectiveness. Twelve participants representing nine different NPCNs were interviewed for this study. Study findings suggested that NPCN effectiveness stems from six sources: shared direction; strong leadership; strong relationships throughout the community; active, ethical participation on an individual and organizational level; efficient and inclusive work processes and dynamics; and producing valued outcomes. Values participants believed led to NPCN effectiveness included focus on mission; focus on relationships; collaborative approach; and work ethic, ethical behavior, and integrity. Shared values were reported as necessary for NPCN survival, productive action, and positive organizational climate. Suggestions for research are to evaluate techniques for promoting collaboration between funders and NPCNs, building awareness among NPCNs operating in the same space, and expanding the sample to extend the present study's findings and allow for analysis based on demographic groupings.</p>