<p> Organizational leaders are increasingly implementing distance training for employees (McGuire &amp; Gubbins, 2010) and it is not clear if employees perceive this training delivery approach to be an effective means of acquiring new skills. No current qualitative studies address the perceptions and experiences of employees in a distance training format. As a result of ten individual interviews seven themes and 17 sub-themes emerged during data analysis. The themes and sub themes represent the experiences of employees attending distance training including: (a) use of distance training, (b) benefits of training, (c) perceptions of training, (d) expectations of training, (e) training delivery format, (f) training techniques, and (g) technology. This qualitative case study confirmed there are a variety of perceptions among employees attending training in a distance training format. While this study contributes to the body of knowledge by increasing awareness of the common themes experienced by employees attending distance training more research is needed to further address the themes that emerged.</p>

<p> Previous scholars have found that organizational members use various tactics to encourage their peer coworkers to voluntarily exit their organizations. These tactics are known as peer-influence exit tactics. What has been missing from the literature is clarity about the factors that influence organizational members' use of peer-influence exit tactics. This dissertation explored the construct of peer-influenced exit to develop greater clarity about the motives for encouraging peer coworkers to leave, the characteristics of the peer-influence exit tactic source and receiver, and the organizational influences on peer-influenced exit. Study 1 used an open-ended survey design to explore the motives, process, and means through which peer-influenced exit occurs and the success of using peer-influence exit tactics. Results indicated that organizational members use eight peer-influence exit tactics and have four overarching motives for using them. Organizational members also reported that they consciously planned their tactics and the tactics were used with some success. Study 2 used an experimental design to explore how certain tactic source and receiver characteristics and organizational characteristics affect the use of peer-influence exit tactics. Results of an exploratory factor analysis revealed that organizational members use affirmation, unprofessional, depersonalization, and professional peer-influence exit tactics. Results of the experiment indicated that organizational members use affirmation, unprofessional, depersonalization tactics more frequently with low performing peer coworkers than with high performing peer coworkers. No differences emerged regarding the use of peer-influence exit tactics based on the cohesiveness of the organizational culture. The results also revealed relationships between competitiveness, agreeableness, and self-esteem of the source and peer-influence exit tactics. Study 3 incorporated a correlational design in which working adults were surveyed about their personal experiences with peer-influenced exit. Results revealed that personal gain, altruistic, organizational enhancement, and climate improvement motives predicted the use of peer-influence exit tactics, as did the competitiveness, agreeableness, and self-esteem of the source, perceived similarity, work performance, liking, and organizational influence of the target, and the organizational climate, supervisor complicity, and coworker regard. The results provide greater insight into the antecedents and outcomes of organizational exit that are valuable for both organizational communication scholars and organizational practitioners. </p>

<p> Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.</p>

<p> This exploratory research increases knowledge and understanding of blame in the workplace. Attribution theory, moral philosophy, and social cognition provided a theoretical framework to understand individual blame determination as a precursor to understand systemic blame. Systemic blame is informed by complex systems theory and research on "no blame" cultures in a healthcare setting. </p><p> Interpretive description, supported by applied thematic analysis, provided the methodological framework for this qualitative study. The 17 senior leaders interviewed for this research study were selected through purposive sampling, and individually had an average 28 years of experience in healthcare. The semi-structured interviews were designed to gather experiences and stories that informed the participants' perspectives on blame in the workplace. </p><p> Constant comparative thematic analysis of the data resulted in four main findings. First, blame is prevalent in the workplace. Second, blame begets blame through a vicious cycle of blame. In this cycle there is often unwarranted blame. Blame feels bad, which results in fear of blame and avoidance of blame. One way to avoid blame is to blame someone else. This positive reinforcing feedback loop of blame creates a culture of blame. Third, a culture of blame includes characteristics of risk aversion and mistrust. Risk aversion decreases innovation, and mistrust decreases transparent communication. Fourth, blame has an inverse relationship to accountability, where less blame may result in more accountability. These findings both confirm and contradict the current literature. The resulting conclusion is blame is not a game.</p>

<p> This dissertation is an arts-based research project into transformative followership &ndash; the complementary skill set to transformative leadership. The outcome of the research is a collection of stories &ndash; a fictionalized presentation of the findings. This research departs from the transactional view that most followers are cogs in the wheels of productivity who aspire to become leaders, arriving at the more recent view that followers are critical components of a transformative leadership dynamic.</p><p> Reframing followers as change agents that are effecting deep cultural transformation, it is suggested that our collective experiences generate contemporary cultural myths that are more suitably presented in a format that validates subjective experience &ndash; storytelling. The relationship between facts, fiction, and truth will be considered. Three recent social protest movements provide a context for observing transformational followers and how, or if, they can be categorized.</p><p> Acknowledging and honoring the impact of electronic media on the storytelling tradition, all of these elements &ndash; reframed followers, our collective experience, and modern-day storytelling &ndash; combine to create a new paradigm for looking at followership. Keywords: followership, change agents, storytelling </p>

<p> This phenomenological research study examines the individual experiences of midcareer corporate managers (practitioners) with professional identity change, while undergoing work role transition to become college or university professors (scholars). Using a conceptual framework of culture, work role, and professional identity, this study focused on a group of twelve men and women who made an intentional decision to leave an objectively defined management role to enter a different subjectively defined teaching role. </p><p> The findings generated four conclusions. First, change in identity and work-role transition manifests with different affective responses in men and women. Second, cognitive decision making and intentionality are different for men and women in work role transitions. Third, career transitions are easier when autonomous decision making, continuing education opportunities, experimentation with provisional selves, and equal levels of social status, are present. Fourth, career transitions are more difficult when loss of social status and financial stability, liminality, and identity conflict or lack of career anchor, are observed. </p><p> Due to recent economic conditions related to the recession of 2008, and attendant fall-out related to the current career landscape, <i>Mid-life Career Changers from Industry to Academia</i> was the focus of a Professional Development Workshop during both the 73rd and 74th annual meetings of the Academy of Management (AoM). Because of growing interest in the topic, it has been included on the agenda of the AoM 75th annual meeting scheduled for Vancouver, Canada in 2015.</p>

<p> This study explores the impact of virtuous positive practices on organization identity, specifically it addresses the question of <i>how</i> organizations use virtuous positive practices to construct a positive organization identity. I use an inductive approach to conduct a case study of two organizations that have a reputation of outstanding culture, employee engagement, customer orientation, and have contributed to their respective communities. The study presents a model with a set of five propositions describing how the two organizations use virtuous positive practices to construct a positive organization identity. Key findings suggest that when virtuous thoughts, inspiring words, and empowering deeds are aligned in the construction process, the resultant identity characteristics are imbued with positivity.</p>

<p> Toastmasters International (TI) is a well-known worldwide association focused on communication skills and leadership development. TI clubs are designed to build confidence in public speaking. Despite the benefits that members gain from joining Toastmasters clubs, the organization is concerned with the factors that affect members' retention in TI. </p><p> This mixed-methods study of TI clubs in Southern California included member surveys completed at club meetings, interviews with club leaders, and the researcher's extensive field notes. A stratified purposeful sampling method was used to ensure that the sample size included each club category and quota of the target population of TI club members and leaders. One hundred twelve members completed the members' survey, representing a 56% response rate of the paid members in the clubs surveyed. Twelve club leaders participated in long semi-structured interviews. </p><p> The findings revealed that members join TI for self-improvement and development in speaking: the purpose of the TI curriculum. The surveys revealed that 45% of the members join TI to improve communication skills and advance their career. Fifty-six percent indicated that constant participation and attendance at TI meetings helped them to overcome their fear of public speaking. Fifty-seven percent of the members stated that they continue their membership with TI to alleviate their fear of public speaking, improve their communication, and participate in speech contests. </p><p> The survey indicated that 64% of the members enjoyed activities that allowed them to speak during the club meetings. Thirty-nine percent of the members surveyed were able to achieve their competent communicator (CC) and competent leader (CL) awards. Another 39% of the members were also in progress of completing these awards. </p><p> The convenience and location of the club was important for members in terms of their attendance. Members attended meetings when there were enough parking spaces, the club was centrally located and accessible to public transportation, and the club was comfortable as well as conducive for club meetings. It is recommended that TI develop facilities requirements to meet the needs of members and encourage them to remain in the club.</p>

<p> According to a review of the literature, Christian churches are divided because of constant rejection of change. In spite of the 70% failure rate of all organizational change efforts, successful change initiatives are achievable. Senior pastors assume the primary role of leadership within the church, and were tasked with the responsibility of leading God&rsquo;s people through change and guiding the evolution of the church. Parishioners rely on senior pastors to provide the vision, as many parishioners continue to hinder the change efforts of the senior pastor. The hermeneutical phenomenological research design was used in the qualitative study to investigate the phenomenon of change through the challenges experienced by senior pastors of Missionary Baptist Churches of Greater Minneapolis during change. Seventeen senior pastors of Missionary Baptist Churches of Greater Minneapolis participated in audio taped face-to-face interviews. During the analysis five themes emerged: (a) mixed emotions; (b) servant of the Lord; (c) relationships; (d) organizational culture; and (e) communication is the key. Recommendations for senior pastors, organizational leaders, and Seminary and Bible Colleges were developed from the results of the qualitative hermeneutical phenomenological study.</p>

<p> The quantitative correlational research study addressed the problem of a lack of knowledge on the predictive nature or strength of the independent variables; trust in immediate supervisor, trust in top management, and organizational trust precursors for producing organizational effectiveness (OE) that can also lead to a sustainable competitive advantage. The study was conducted on a research division of a federal government agency via electronic survey format. The study revealed that in addition to significant and positive correlations among the trust and OE variables, the results of a multiple regression analysis for the model as a whole showed an adjusted R² value of .6630, indicating that 66.3% of the variation in the dependent variable, OE, was explained by the independent variables. An <i>F</i>-value of 134.8, significant at the .05 level (<i>p</i>-value &lt; .0001), indicated that the overall regression model was a good fit. All three levels of trust experienced by subordinate employees were positive and significant predictors of OE. Hierarchical multiple regression also showed that organizational trust precursors (<i>B^a</i> = .379, &beta;^b = .573, <i>t</i>-value = 8.310, and <i>p</i>-value &lt; .0001), and not trust in top management (<i>B^a</i> = .096, &beta;^b = .128, <i>t</i>-value = 1.970, and <i> p</i>-value = .0508) or trust in immediate supervisor (<i>B^a</i> = .120, &beta;^b = .245, <i>t</i>-value = 5.370, and <i>p</i>-value &lt; .0001) was a stronger positive predictor of OE. Managers and supervisors will be able to gain practical knowledge that will aid in positive and productive interactions with subordinate employees within organizations.</p>