BACKGROUND: Champions are widely recognized as playing a key role in the successful implementation of evidence-based interventions within the healthcare sector; however, little is known about which characteristics and skills enable them to play that role. Furthermore, previous studies have measured only individual champion’s responses to personal attributes without incorporating input from other observers. A mixed methods study was conducted to 1) identify, analyze, and group the characteristics of champions who have successfully promoted adoption of new initiatives within the healthcare delivery system, 2) understand when and how champion-like characteristics emerge during the implementation process, and 3) describe how these characteristics are developed to more quickly advance champions within the healthcare setting. METHODS: Data were collected and analyzed from healthcare champions (n=30) and their colleagues (n=58) from eleven countries using a survey. Every champion and a subset of colleagues (n=14) also participated in in-depth interviews. Correlation coefficients and descriptive statistics were used to explore the relationship between responses to survey items; Chi-squared tests and Kruskal-Wallis tests were used to compare the differences. Thematic content analysis of qualitative data explored champion-like characteristics, their emergence, and how their skills were developed. Once results emerged, characteristics of champions were categorized using the Transformational Leadership Theory framework. RESULTS: Champions tend to inspire their clinical teams to adopt new interventions within healthcare using a leadership style that naturally facilitates trust, as well as motivation to work towards common goals. This leadership style is similar to what is exhibited by transformational leaders; therefore, champions can be identified, categorized, and developed using transformational leadership theory. Champion emergence within the implementation process is facilitated by supportive leadership and high levels of autonomy. Additionally, there was a high proportion of agreement between champion and colleague survey responses; however, champions were more likely to underrate their skills and abilities to instigate change. CONCLUSION: Champions exhibit the same characteristics as transformational leaders; therefore, transformational leadership theory — its frameworks and associated tools — is useful for identifying and developing champions. Future work should focus on how organizational leaders can facilitate the growth of emerging champions, as this enabling environment determines the fate of both the champion and the evidence-based intervention.

Since 2002, the federal government has disseminated surveys to all of its federal agencies to obtain employees' views on the federal agencies' work environments. This study examined the relationship between employees' perception of their leaders' transformational leadership skills and employee job satisfaction. This study was conducted in a metropolitan area in the midwestern United States using 12 federal agencies, totaling approximately 33,000 employees. The theoretical framework for this study was transformational leadership theory. The 5 constructs published by House and Burns were used in multifactor leadership questionnaire surveys by scholarly and peer-reviewed studies and represent the primary leadership skills. The study used the job satisfaction survey to gather information on federal employees' work environments. Data were collected from a random selection of participants from agency employee rosters. The data analysis revealed a relationship between transformational leadership constructs and job satisfaction with intellectual stimulation receiving the highest correlation. All variables have a high correlation to each other with F (5, 86) =.968, p = .44, R2 (.053). The R2 value of .053 indicated that approximately 5.3% of variations in job satisfaction are accounted for by the linear combination of the predictor variables. The variables are idealized attributes and behaviors, intellectual stimulation, inspirational motivation, and individual considerations. The findings may contribute to positive social change by providing federal government leaders with an understanding of transformational leadership skills and job satisfaction.

Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.

Stakeholders are important to the financial sustainability of a nonprofit organization; however, heavy reliance on 1 stakeholder over another can place a nonprofit organization at financial risk. The purpose of this single case study was to explore strategies used by 3 senior leaders of a nonprofit organization in New York who have experience with stakeholder engagements efforts. The conceptual framework used for this study comprised general systems theory and transformational leadership theory. Data were collected using semistructured interviews, and review of organizational documents and online databases. Using thematic analysis, the 4 key themes that emerged from process and results strengths were leadership involvement in engaging stakeholders, persistent promotion of the organization's mission and vision, connection with the community, and workforce engagement activities. The implications of this study for positive social change include the potential to increase nonprofit leaders' understanding of practical approaches that may facilitate stakeholder engagement for improving financial sustainability, improve nonprofit leader–stakeholder relationships, and bolster philanthropic efforts to improve the economic stability of the nonprofit organization and the community.

Engaged employees contribute to the efficiency and effectiveness of an organization’s service to their community. Many organizational leaders struggle to engage their employees before, during, and after organizational mergers. The purpose of this multiple case study was to explore strategies 9 leaders from 3 merged higher education organizations in the state of Georgia used to encourage employee engagement when their organizations were merging. The conceptual framework for this study was a combination of the transformational leadership theory, the self-efficacy theory, and the acquisition integration approach. After collecting data through semistructured interviews, organizational documentation, and member checking, data analysis through thematic review and triangulation revealed 4 key themes. The major themes for engaging employees during mergers were: strategies establishing a communication plan; strategies creating a cohesive culture, identity, or team; strategies mitigating barriers to employee engagement; and strategies assessing successful implementation for ongoing modification and adjustment of engagement strategies. The implications of this study for social change are that engaged employees might increase the institution’s productivity in educating students to be more successful in the workforce after graduating, and therefore, have a greater capacity to provide for their families and strengthen their communities.

Some durable goods industry leaders lack strategies needed to successfully reduce voluntary employee turnover, which is detrimental to organizational performance and decreases an organization's competitive advantage. The purpose of this qualitative single case study was to explore the strategies durable goods industry leaders used to reduce employee turnover in their organizations. The population consisted of 4 durable goods industry leaders in the southeastern region of the United States who had at least 3 years of managerial experience in reducing employee turnover. The conceptual framework was the transformational leadership theory of Bass. Methodological triangulation was used to increase the validity and reliability of the interpretation of the data and was accomplished by using multiple methods to gather data. Data were collected by conducting semistructured face-to-face interviews and analyzing organizational documentation. Three themes emerged from inductive coding of phrases, word frequency searches, and theme analysis: employee compensation, open and responsive communication, and training and career development opportunities. Employee compensation was the driving force to retain some employees. A comprehensive compensation and benefits package and the ability to provide intangible benefits are proven strategies to reduce turnover. By understanding what strategies reduce turnover and how to implement them, durable goods industry leaders could create positive social change through effective strategies to reduce voluntary employee turnover, decrease the unemployment rate, sustain organizational profitability, and contribute to the wealth of employees and the local economy.

Business leaders in Nigeria are concerned about the high rates of business failure and economic loss from security incidents and may not understand strategies for reducing the effects of information security threats on business performance. Guided by general systems theory and transformational leadership theory, the focus of this exploratory multiple case study was to explore the strategies small and medium-sized enterprise (SME) leaders use to minimize the effects of information security threats on business performance. Semistructured interviews were conducted with 5 SME leaders who worked in SME firms that support oil and gas industry sector in Port Harcourt, Nigeria, had a minimum of 2 years experience in a leadership role, and had demonstrable strategies for minimizing the effects of information security threats in a SME. The thematic analysis of the interview transcripts revealed 10 strategies for reducing the effects of information security threats: network security, physical security, strong password policy, antivirus protection and software update, information security policy, security education training and awareness, network security monitoring and audit, intrusion detection, data backup, and people management. The findings may contribute to social change by providing SME leaders with more insight about strategies to minimize the effects of information security threats on business performance. The improved business performance can increase the flow of funds into the local economy and allow community leaders to provide social services to residents.

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Many barber salons and other small businesses in the United States fail to succeed beyond the first 5 years. The factors responsible for the low survival rate of salons may include the limited training and education levels mandated by state certification requirements. The purpose of this multiple case study was to identify business strategies successful barber salon owners use to overcome the business management and staffing challenges associated with a small pool of skilled barbers and the high turnover in a low wage profession. The theory of transformational leadership served as the conceptual framework. The data collection included interviews of 3 successful barber salon owners who met the study participation eligibility criteria of licensed, registered, operating a salon business in the Indiana region for more than 5 years, and over the minimum age of 25 years. The 4 themes emerging from the interview data analysis were (a) barber salon operating structures, (b) salon leadership and managerial strategies, (c) licensed barber skill enhancement, and (d) salon operating strategies effectiveness and sustainability. The data analysis also involved the triangulation of the primary research against secondary data from the Small Business Administration and barber industry reports. The expertise and knowledge shared by the interviewees could serve the quest of barber salon businesses in the Indiana region to overcome the profitability and financial sustainability challenges of this industry. The study findings may potentially contribute to positive social change by improving the economic standing and welfare of barber salon owners and professionals in the community.