<p>U.S. companies continue to grow and expand overseas. They also outsource business processes. There were approximately 350,000 call center employees in India in 2009 (Lundby, Parthasarthy, &amp; Kowske, 2009) and another 350,000 in the Philippines by 2010 (Manila Bulletin Publishing Corporation, 2010). The success of employees who are not U.S. citizens, yet work for American companies, has become critical. These individuals are, many times, hired by and work for organizations located in the U.S. yet are native to, stationed in, and supervise operations in countries around the world. The leadership and cross-cultural acumen of individuals in these positions can be critical to their success or failure as employees of American organizations as well as to their ability to successfully lead members within their own organizations to achieve successful results. </p><p> This research project was conducted by a third party to preclude any bias as the researcher is also the owner of the organization under study. The research examined leadership behaviors as well as cross-cultural sensitivities of individuals in these positions in order to ascertain whether there were differences between these self-reported attributes and the results generated by particular organizational units. Qualitatively, the researcher interviewed senior executives at a number of firms (not associated with his own organization) with respect to leadership and cross-cultural sensitivities of mid-level managers to ascertain if, from the perspective of these senior executives, common threads could be identified that would lead to a greater understanding of the issues of leadership and cross-cultural sensitivities in these mid-level positions as well as efforts that could impact organizational results. </p><p> The resulting data indicated that there was not a significant statistical relationship between any of the leadership acumens or cultural identifiers and managerial performance. In the qualitative data, senior leaders overwhelmingly indicated that Focused Drive, Trusted Influence, and Conceptual Thinking were defining leadership behaviors between higher and lower performers. </p>

<p> The world has become considerably smaller through the effects of technology, media, science, transportation, the Internet, and the spread of global commerce. There has been a great deal of discussion about how to manage knowledge and foster individual, group, and organizational learning. The purpose of this study was to investigate the practices and behaviors that led to the formation of communities of practice (CoPs) in a multinational corporation, their impact on distributed global offices, and their influence on a learning and development culture. The study addressed the following question: What impact do CoPs have on a multinational corporation's learning and development culture? Using a mixed methods research design, the study found that CoPs socialized learning throughout distributed offices, they contributed to localized learning-focused identity, and shifted the corporation's learning and development culture towards a blend of clan and adhocractic cultures.</p>

<p> All over the globe, nonprofit organizations aim to strengthen communities while struggling with the restraints of limited resources. This research study involved Participatory Action Research (PAR) to examine how to build internal capacity in one such organization in Bagamoyo, Tanzania. This study was a partnership between me (the academic researcher) and organizational members and stakeholders of the Baobab Home. Through interviews and meetings, the project focus involved creating written contracts. Over the course of five meetings, contracts were researched, policies and procedures were discussed, and formal contracts were created in Swahili. Findings include a discussion of the role of the outside researcher in the PAR process, as well as the value of partnering with a cultural guide. This study also provides a look at how to use PAR to build capacity within organizations. Finally, there is a review of the project itself, its successes, and its lessons learned.</p>

<p> This qualitative, phenomenological study provides a detailed look at corporate social responsibility (CSR) among selected U.S. Fortune 500 global corporations that show evidence of advanced stages of CSR development, herein referred to as <i>it</i>CSR. While CSR broadly conveys business' role in society, <i>it</i>CSR is a construct meant to indicate business' ideal contribution in society that epitomizes meaningful triple bottom line (TBL) impact. Using the Global Leadership Network Framework of business strategy, leadership, operational excellence, and engaged learning, this research explored what motivates executives to develop <i>it</i>CSR and the success strategies for instituting <i>it</i>CSR practices at America's largest publicly-traded multinational corporations (MNCs). The findings are particularly relevant in comparing the values, practices, initiatives, and drivers of <i> it</i>CSR development among the leading American global companies. Consequently, this study identified 10 U.S. Fortune 500 global corporations that met the <i> it</i>CSR criteria for this study from an analysis that included (a) cross-referencing five indices/lists that measure various parameters of the <i> it</i>CSR criteria, and (b) evaluating total trailing financial returns for 1-year, 3-year, and 5-year periods compared to the S&amp;P 500 Index results. Overarching themes from the study include: a) a strong presence of core ideologies has been in place from the origin of each company and represent the essence of the corporate character, and thus its soul; b) the core ideologies are centered on improving life and communities and are grounded in circular wisdom, eudaemonics, and virtuousness, all tied to ethical governance and a moral consciousness; c) there is purposeful connectivity cultivated by leadership for all levels of employees to engage in a shared responsibility; d) executive efficacy in <i>it</i>CSR efforts and undertaking cannot be underscored enough, even though leadership may manifest in different ways; e) it is necessary to embrace and promote <i>it</i>CSR development as a continuous, never-ending, imperfect journey; f) it is necessary to activate all aspects of the business' operations, and at the same time, recognize that the process is more of an art than a science; g) including the customer on the <i> it</i>CSR journey is predicated on authenticity, vulnerability, and risk-taking; h) developing multi-stakeholder partnerships is proactive, strategic, selective, action-oriented, focused on collaborative learning, and absolutely designed for meaningful and sustainable triple bottom line impact; and i) <i> it</i>CSR development operates from a platform of innovation.</p>

<p> The objective of this research study was to ascertain if attributes of servant leadership were more fully developed in undergraduate students nearing graduation than in those students who recently embarked on their university program. The university at which the project was completed endeavors to make its undergraduate students servant leaders as publically stated in its vision, mission, and other public statements and documents. The results of the research indicate that of the five servant leadership attributes selected, the seniors indicated higher scores in two categories, lower in one, and showed no statistical difference in the other two. As a result of this study, therefore, it cannot be concluded that the upper classmen had stronger servant leadership attributes than freshmen. The implications of this result include the need for further study around the students&rsquo; environments and history, the institution&rsquo;s curriculum and extracurricular content, and the culture of the university in light of its mission and vision.</p>

<p> Catholic schools in the United States have grappled with how to serve students with disabilities without the funding sources available to public schools. This mixed methods case study examines the driving forces, restraining forces, and social justice issues that influenced the development of an inclusion program at one Catholic elementary school. </p><p> The case analyzed is the inclusion program at "St. Ignatius" Elementary School. Fourteen interviews with individuals heavily involved in the program were triangulated with qualitative analyses of the content of artifacts from the inclusion program and quantitative data from a rating scale on ideal inclusive practices completed by ten teachers at the school site. Themes from the literature on Catholic inclusive education were also used to illuminate the findings. </p><p> The study identified the driving forces of leadership, teacher buy-in, the partnership between the school and parents, and the concept of the parish as "one big family." Restraining forces included negative parent perceptions and deficits in capacity and resources. Current practices included increased professional development and resources, honest assessment, and the concept that inclusion serves all students. Interview participants felt that Catholic beliefs and teachings provided the social justice framework. </p><p> The school site and archdiocese can further examine the paradigm shift required to implement Catholic school inclusion, increasing teacher professional development, the role of charismatic leadership, and serving gifted students. Further studies could explore socioeconomic variables, how inclusion affects other students, and whether the Catholic school environment provides advantages in implementing inclusion.</p>

<p> The purpose of this study was to explore the subjective perceptions held by students of their interactions with faculty members in college, especially as those interactions relate to the integration and membership of students in the academic community. Academic integration, resulting primarily from student-faculty interactions, has been theorized as one element that affects students&rsquo; decisions to stay in or leave college (Tinto, 1993). This study, employing a phenomenological research design, collected data through 13 interviews with junior and senior college students attending a small, private college in northwestern Pennsylvania. Interviewees were selected from three majors (English, Psychology, and Hospitality Management). Analysis of the data followed the hermeneutical phenomenological approach described by Max Van Manen (1997). Data were analyzed by adopting three phenomenological writing &ldquo;lenses&rdquo;: the existential lens, the thematic lens, and the theoretical lens. Two themes emerged from this: Care and Boundaries. These themes are discussed in terms of Tinto&rsquo;s (1993) integrationalist theory of student departure. The theme of care (the recognition by students that faculty are attending to their personal and academic situations) was found to be present in Tinto&rsquo;s theory while the theme of boundaries (recognitions of the differences between students and faculty) is not. It is suggested that the theme of boundaries represents a separate value system held by students of their faculty. Implications of the study and future research are presented. </p>

<p> This dissertation investigates how businesses are able to align the collective actions of a disconnected crowd with the strategic goals of the organization. I examined this questions within the context of the business review website Yelp through a quantitative analysis of nearly 60,000 business reviews, 17 in-depth qualitative interviews with reviewers, and a two-year ethnography. Interpreting the results of this data within the framework of the collective action space (Bimber, Flanagin, &amp; Stohl, 2012) indicates that Yelp is able to manage the contributions of a relatively small subset of reviewers through the Yelp Elite Squad. Rather than simply motivating more reviews, the Elite Squad encouraged reviewers to interact more personally with other reviewers and accept increased institutional engagement with Yelp. In encouraging members of the crowd to produce online reviews within this context, Yelp was able to use organizational culture as a control strategy for encouraging Elite reviewers to adopt a pre-mediated reviewing approach to their reviews. This increased the frequency of moderate reviews and decreased the frequency of extreme reviews. This behavior ultimately furthers the organizational goals of Yelp, as moderate reviews are considered to be more helpful for reviews of businesses. Finally, implications for crowdsourcing, big data analysis, and theory are discussed.</p>

<p> This study examined selected community stakeholders' perception of the current leadership at their local community educational learning center during an organizational transformation and cultural change process. The transition from a community college to an educational learning center, mandated in 2006 by the Accredition Commission and agreed on by the Chancellor's office, was facilitated by a community college of another district. This process appeared to produce mixed reactions from various educational learning center constituency groups. During the transformational process, opinions how the institutional leadership addressed the task of developing a trusting and meaningful relationship with community stakeholders surfaced. Based on the survey responses gathered from selected community stakeholders from various community-based organizations, this study identified prevalent perceptions regarding the current educational learning center's leadership. </p><p> Previously, there has been no research examining how community stakeholders feel about the current leadership, state take-over, and partnership phenomena born out of a college district losing its accreditation. Therefore, while researching how satisfied selected community stakeholders were with the current leadership under these unique circumstances, this study also offered an in-depth look at college operations, accreditation expectations, and community relations. The majority of stakeholders surveyed were generally concerned about the current type of leadership at their local educational learning center, and the manner in which the state take-over and partnership impacted the subject community college district stakeholders during the organizational transformation and cultural change process. </p><p> While focusing on a transformational leadership theoretical framework, this dissertation revealed that generally, stakeholders had opinions that indicated they were not completely satisfied with the manner in which the organizational transformation and cultural change process is being conducted. The results of this study showed that community stakeholders were primarily dissatisfied with the type of leadership strategy facilitated during the transformational process; the manner in which communication is facilitated to the community and the quality of course program offerings. Opinions varied regarding campus services, facilities access and conditions. In the final chapter of this dissertation recommendations are offered to improve public and community relations under the unique circumstances of an organizational transformation and cultural change process of an urban community college.</p>

<p> Women account for more than 50% of college graduates, more than 50% of professional degrees such as M.D. and J.D., and more than 50.0% of management, professional, and related occupations (Labor, 2011). However, women hold only 14.3% of executive officer positions of the Fortune 500 companies, and the number of female CEOs at these companies is 3.8% (Catalyst, 2012). Given these statistics, a natural shift to a more gender-balanced senior management should be a reasonable, expected outcome. </p><p> In addition, research in the past decade lead by Daniel Goleman (1995, 2000, 2004) has identified an individual's emotional intelligence as a key aspect and driver of leadership effectiveness. Emotional intelligence assessments have found women and men to be equally as intelligent emotionally, but they are strong in different areas or attributes which are considered gender-specific. </p><p> This mixed method phenomenological study was grounded in research by Goleman (1998, 2000, 2004) and Bar-On (2005) which explored emotional intelligence as it relates to leadership and success in organizations. The purpose of this research study was to apply Goleman's leadership theory and Bar-On's gender-related emotional intelligence in a way that examines the possible relationship between gender-specific emotional intelligence attributes and women's career advancement in a Fortune 500 pharmaceutical company. </p><p> Twelve participants at four levels of the company were selected &ndash; vice president, director, manager, and administrative assistant. Each participant completed the EQ-i 2.0 assessment followed by a 30-minute in-depth interview. The data was analyzed to assess specific EQ attributes, and to understand each participant's lived experiences with leadership, emotional intelligence, and gender bias or barriers. </p><p> Women at the vice president level had group mean EQ scores that were higher in the male-specific EQ attributes, and women at the manager level had group mean EQ scores that were higher in female-specific attributes, which suggests that women adapt their EQ attributes as they rise to ranks of leadership. To help close the leadership gap and address barriers that women face, the researcher recommends that organizations provide diversity training, mentoring programs, robust talent management, EQ education and training, and leadership support from the top.</p>