<p> Human beings have engaged in trade, conducted war, created shelter, obtained food, practiced healing, and lived in community throughout the millennia. Historically, religion served as the overarching container used to create meaning within these human activities. In contemporary culture, the myth of "the bottom line" which is the Market economy has become the overarching container for a culture continually seeking to monetize human activity and create meaning through narratives of profitability. </p><p> Archetypal psychology employs polytheistic metaphors to describe the multiple autonomous forces or archetypes that exist within the human imagination. The work of archetypal psychologists and depth psychology authors including James Hillman, Ginette Paris, Michael Vannoy Adams, Karl Ker&eacute;nyi, Charles Boer, and Thomas Moore form the foundation for an archetypal analysis of the myth of "the bottom line." James Hillman calls for attention to the narratives of business and names the myth of "the bottom line," in <i>Kinds of Power </i>, "The drama of business, its struggles, challenges, victories and defeats, form the fundamental myth of our civilization, the story that explains the underlying bottom line of the ceremonies of our behavior" (1). </p><p> This dissertation is an exploration of the way the myth of "the bottom line" and the Market economy affect human experience of the archetype of War in the form of outsourcing of military functions; the archetype of Home in relationship to the commercial entity of a house and the recent market bubble; the archetype of Food in the form of agribusiness, patented seed stock, and processed food; the archetype of Healing in the form of industrialized health care; the archetype of Relationships within social media and technology. This analysis is achieved through an archetypal interpretation of authors who critique the forces of the Market on each of the respective archetypes. In addition, there is archetypal analysis of the voices of the businesses involved in these territories by "reading through" their annual reports and web sites. </p><p> Keywords: archetypal psychology, Hillman, Hermes, market, war, home, food, health care industry, social media, technology.</p>

<p> This study examined the relationship of sales employees' emotional intelligence (EI) to their organizational justice (OJ) perceptions, and examined if sales employees' job satisfaction (JS) moderated the strength of the relationship between their EI and OJ perceptions. Three assessments were administered electronically and completed by 135 participants. The Job In General (JIG) assessment measured overall JS of employees. The assessment used to measure employee EI was the Emotional Quotient Inventory (EQ-i 2.0). The assessment used to measure employee justice perceptions was the Perceived Overall Justice scale. Hierarchical moderated multiple regression analysis (MRA) was used to identify any relationships. No statistically significant finding between EI, JS, and OJ were found when using hierarchical moderated MRA. Because of the violations of assumptions for MRA, it was determined that follow-up non-parametric testing was required. Non-parametric testing found a significant relationship between employees' EI and their OJ perceptions. The non-parametric testing confirmed previous findings of significant relationship between EI and OJ. Recommendations for future research include examining individual facets of EI and OJ, using different assessment to measure EI and OJ, and using a controlled environment to recruit participants.</p>

<p> Downsizing is common place in today's business world. Economic conditions and dynamic markets force companies to constantly evaluate their bottom line and work toward leaner operations to create better financial returns and organizational sustainability. As a result, downsizing or reductions-in-force have morphed from being occasionally used tools with `last ditch effort' stigma and association to commonplace, every-day options of the corporate strategy toolbox. </p><p> Focusing upon the overarching theme of organizational shock and understanding voluntary turnover post-downsizing, this study attempted to determine to what extent transitional change services offered to employees during times of organizational shock (such as downsizing) affect employees' feelings of commitment toward the organization and/or their intent to leave the organization. Survey data was collected from individuals employed by pharmaceutical companies having downsized within the last 5 years. The results were analyzed to determine whether the variables of organizational commitment and the sub-types of organizational commitment normative, continuance and affective commitment as well as intent to leave were impacted by the amount of transitional change services offered by their downsizing organization. </p><p> It was determined via data analysis results that whether services were offered or not, and regardless of the amount of services offered, those retained by the organization provided responses undifferentiated from those provided by respondents who were severed. In total, these results indicate despite the level of services provided, organizations post-downsizing are staffed with employees that may share the same reduced level of organizational commitment as those having been let go from the company. In sum, these findings demand consideration as to whether large scale organizational investment in transitional change services during a downsizing is a worthwhile endeavor at all.</p>

<p> African American women leaders (AAWLs) experience obstacles and barriers in their quest to ascend to the highest leadership levels in U.S.-based organizations. These obstacles include intersectional oppression in the form of gendered racism, outsider status, invisibility, tokenism, stereotypes, and subordination. In the face of these challenges, AAWLs have ascended to the highest levels of leadership in U.S. workplaces. Many studies on AAWLs explore the coping mechanisms and relational strategies employed to enter, execute, and succeed in workplace leadership roles. This study explored their emotional intelligence; the non-cognitive traits, skills, and abilities that enable AAWLs to create success in their lives. This study enables comprehension of the emotional mechanisms African American women (AAW) use to lead in the face of obstacles to their ascension to high-level leadership roles. </p><p> Forty-two AAWLs, who have held leadership positions for a minimum of 3 years at the director level or three levels from the top of an organization, participated in this mixed-methods study. The Emotional Quotient Inventory (EQ-i) was administered to these leaders to assess their emotional-social functioning. Bar-On's (1997) model of emotional-social intelligence served as the basis for this 133-item, self-report inventory. To complement this quantitative assessment and to insert a Black feminist approach to the research, AAWLs participated in teleconference-styled focus groups in which they revealed their self-defined perceptions about their emotional intelligence and the ways those emotional-social traits, skills, and abilities create success in their leadership experience. </p><p> Emotional-social functioning of the African American women leaders (AAWLs) in the study was atypically advanced. Assessment results revealed assertiveness and independence as strengths. These leaders perceived themselves to be successful, but identified interpersonal relationship-building as an opportunity for growth. This exploration of the emotional intelligence of AAWLs expands our understanding of the non-cognitive abilities, skills, and traits employed by these leaders in their efforts to navigate complex organizational dynamics and to fulfill high- level leadership roles. </p><p> Keywords: African American women, emotional intelligence, leadership</p>

<p> This research study identified the opportunity structure for developing senior health care leaders by comparing the key events and key lessons reported by senior health care leaders to the key drivers for leadership development reported by corporate leaders in previous lessons of experience studies conducted by researchers at the Center for Creative Leadership (CCL). </p><p> Using a qualitative, phenomenological approach, the researcher conducted twenty audio-recorded semi-structured interviews with senior health care leaders and high potential employees at a major health care system and analyzed participants' experiences using the lessons of experience (LOE) coding scheme developed by researchers at CCL.</p><p> The results of this research study revealed that the key drivers for developing senior health care leaders are developmental relationships, challenging assignments, personal experiences and adverse situations, respectively. This result shows that senior health care leaders have learned to lead differently than corporate leaders who reported their key drivers in a different respective order: challenging assignments, developmental relationships, adverse situations, coursework and training and personal experiences. This study also found that overall, high potential employees' developmental experiences were categorically the same as the senior health care leaders,' though not to the same extent, and their sources of learning were somewhat different from senior health care leaders' sources of learning. The major implication of this study shows that a focus on maximizing the developmental relationships will build leadership capacity in health care organizations.</p>

<p>The success rate of information technology projects is on a downward trend, with reported losses in the billions of dollars. Recent studies indicate a 50&ndash;56% project success rate based on quality, budget, and on-time criteria. Building upon the conceptual framework of the emotional intelligence and knowledge management theories, the purpose of this phenomenological study was to explore how project management practitioners apply self- and cultural-awareness competencies to affect project outcomes. Using a purposeful sampling method, 24 experienced U.S.-based project management practitioners participated in a web-based questionnaire. Following Giorgi&rsquo;s data reduction process resulted in numeric data coding. Thematic analysis revealed themes of (a) awareness and redirection of negative emotions, (b) cultural intelligence, and (c) balanced diverse teamwork. The findings from this research study support increasing awareness, training, and application of emotional and cultural intelligence competencies within the multidimensional knowledge-centric global business environment. Increased awareness and ability to use emotional and cultural competencies can lead to enhanced business outcomes. Improved people-based business practices may increase the economic stability for the organization, employees, and specifically the project management practitioner as a knowledge manager. Implications of social change from this study include increasing success of knowledge-based information technology solutions, expanding employment opportunities, and supporting socially-responsible integrated change. </p>

Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2006. / Source: Dissertation Abstracts International, Volume: 68-02, Section: A, page: 0642. Adviser: K. Peter Kuchinke. Includes bibliographical references (leaves 126-133) Available on microfilm from Pro Quest Information and Learning.

Thesis (Ph.D.)--Indiana University, School of Public and Environmental Affairs, 2006. / Title from PDF t.p. (viewed Nov. 17, 2008). Source: Dissertation Abstracts International, Volume: 67-12, Section: A, page: 4696. Advisers: Wolfgang Bielefeld; Kirsten A. Gronbjerg.

Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2008. / Source: Dissertation Abstracts International, Volume: 69-05, Section: A, page: 2002. Adviser: Steven Aragon. Includes bibliographical references (leaves 167-176) Available on microfilm from Pro Quest Information and Learning.

Thesis (Ph.D.)--University of California, San Francisco, 2007. / Source: Dissertation Abstracts International, Volume: 68-11, Section: A, page: 4880. Adviser: Carroll L. Estes.