<p> This study sought to uncover the attributes of successful bicultural leaders. Findings suggested that any one of four acculturation strategies chosen by bicultural leaders depended on the intensity of the dominant spouse's alliance to their Country of Origin, their identity self-construal and opportunities to create supportive in-groups that made the bicultural individual the center of in-group connectivity. Integrated biculturals exhibit a tendency to create networks, where over time they become "central connectors" affording them unique positions of influence, knowledge transfer and power. This study posits that Network Centrality is a Bicultural Competence, recognized by its users as a pivotal antecedent to their success strategies. Educators may benefit from study findings that include participant suggested content specifically targeting new foreign born immigrants to help advance their achievements based on the study's findings of best practices and attributes of successful bicultural leaders.</p>

<p> This study examined the effects of a mindfulness-based coaching intervention on perception and emotional regulation shifts related to workplace stressors (internal and external), quality of worklife, interpersonal relationships, and general sense of well-being of high-level executives (HLE) who indicated a desire to improve these areas of their worklife. </p><p> Participants in this study were six HLEs, responsible for managing the direction and change strategies of the organization or department under their charge, who supervise, manage others, and work in dynamic environments. Participants identified negative stress response and emotional regulation as well as being focused on the past and the future to be a challenge in their daily work lives. </p><p> Kabat-Zinn (2012) posited that mindfulness practice can provide the practitioner with a true embracing of a deeper sense of self and others, which can permeate life and transform the relationship to how one thinks, feels and works. Marlatt and Kristeller (1999) described mindfulness as "bringing one's complete attention to the present experience on a moment to moment basis" (p. 9). </p><p> The study included an 8-week mindfulness coaching intervention, pre and post questionnaires, semi-structured interviews. Mindfulness Based Stress Reduction (MBSR), HeartMath Mindful-Hearth Intelligence workbook, tools, exercises and practice were used within a coaching frame work. </p><p> A multiple case study design was used and a thematic analysis of the coaching intervention was conducted. The analysis detailed themes and patterns in shifts and changes in perception, emotional regulation around stress response, relationships, and general sense of well-being. </p><p> The study elucidated the impact of these interventions on HLEs. Several themes emerged as assets for participants during the intervention, specifically, work stress management, heightened awareness, and acceptance. Suggestion for further research would be to explore the hardiness of the process of acceptance in deepening the impact of the other central themes. An unanticipated result which was explored was the extent to which participants came to understand with kindness and curiosity the negative aspects of nondisclosure within their work culture. </p>

<p> Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo? </p><p> An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer &amp; Nohria; Bibler; as cited in Gilley, Dixon, &amp; Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80&ndash;90%" (Cope as cited in Gilley, Dixon, &amp; Gilley, 2008, p. 153). </p><p> The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.</p>

<p> There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes. With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes. Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded. NVivo software was used in generating the major thematic links and invariant constituents of the study. Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems. Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees&rsquo; improvement and the operational performance of the organization. These employees reported experiences of motivation, loyalty, commitment, and productivity as they received their feedback. The study identified human resource development activities that could further achieve the real and genuine objectives of performance appraisal system.</p>

<p> Disasters are increasing in intensity and frequency throughout the world, causing public safety organizations to become more involved in disaster management. The purpose of this qualitative case study was to examine county emergency managers' perspectives of recruiting, training, and integrating volunteers for a disaster. Research has shown when disaster volunteers are not properly recruited, trained, and integrated into disaster planning they can negatively impact efforts to save lives and protect property. This qualitative case study is likely the first study to examine county emergency managers' perspectives of recruiting, training, and integrating volunteers for a disaster to save lives and protect property. This study used POSDCORB as the theoretical framework and the concepts of disaster management and volunteer management to answer the principal research question, "How do county emergency managers recruit, train, and integrate volunteers for a disaster?" This study also used one-on-one, face-to-face, semi-structured interviews to gather data about county emergency managers' perspectives on how they recruit, train, and integrate volunteers for a disaster. During the course of the study there were eight emergent themes: (a) planning for volunteers, (b) organizing volunteers, (c) staffing volunteers, (d) directing, (e) legal issues, (f) coordinating and integrating volunteers, (g) directing volunteers, and (h) training volunteers. </p>

<p> There is a distinct possibility there may be many people of color who are in leadership positions or applying for leadership positions that believe racial stereotyping creates barriers for opportunity and can hinder one's chances for success. The purpose of this research is to explore strategies used by leaders of color to overcome the threat of racial stereotyping in the Las Vegas hospitality and gaming industry, as it pertains to barriers, opportunities, and success. There are four research questions the researcher explored through leadership, strategies, assimilation and performance. The sample size consisted of twelve leaders of color in the Las Vegas hospitality and gaming industry. Leaders of color were defined as African-American, males and females, and Hispanic-American, males and females. The researcher utilized qualitative interviews as the primary instrument and chose a semi-structured interview format. The researcher asked predetermined questions while still exercising the freedom to seek clarification with follow up and improvised questions. The twelve interviewees were asked seven questions relevant to the four research questions to provide an in-depth analysis. The results of this study concluded that leaders of color have cultivated strategies to overcome the threat of racial stereotyping in the workplace. Although each leader of color in this study had never officially chronicled a professional strategy that is in direct correlation with the threat of racial stereotyping, all of the leaders have been living by a subliminal game plan that is either reactive, proactive or both. The leaders of color in this study were given, and took advantage of the opportunity to disclose what works for him or her in respect to their existence, relationships, and motivation to overcome the threat of racial stereotyping in their respected workplaces.</p>

Thesis (Ph. D.)--University of North Texas, May, 2007. / Title from title page display. Includes bibliographical references.

Thesis (Ph.D.)--Carnegie Mellon University, 2006. / (UMI)AAI3236591. Adviser: Richard Buchanan. Source: Dissertation Abstracts International, Volume: 67-10, Section: A, page: 3632.

Thesis (Ph. D.)--Florida State University, 2004. / Advisor: Dr. Michael D. Hartline, Florida State University, College of Business, Dept. of Marketing. Title and description from dissertation home page (viewed Sept. 22, 2004). Includes bibliographical references.

Thesis (Ph.D.)--University of California, San Francisco, 2008. / Source: Dissertation Abstracts International, Volume: 69-09, Section: A, page: 3767. Adviser: Carroll L. Estes.