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<p> The research of job satisfaction in the Jamaican Baptist Union churches has received limited focus from academia. Leadership practices in the church profession poses a crisis in Jamaica, which could result in church workers&rsquo; inability to provide high quality service to church members and to the community. The purpose of the quantitative study was to investigate the relationship between the level of job satisfaction of church workers and church pastors and leaders&rsquo; transformational leadership style. The studied variables were (a) Idealized Influence Attributed (IIA), (b) Idealized Influence Behavioral (IIB), (c) Inspirational Motivation (IM), (d) Intellectual Stimulation (IS), (e) Individualized Consideration (IC), demographics and job satisfaction. The study required implementation of a composite survey consisting of the Multi-factor Leadership Questionnaire (MLQ), the Job in General (JIG) questionnaire, and a Demographic Questionnaire. One hundred forty church workers participated in the study. The participants were members of the Jamaican Baptist Union churches in Kingston, Jamaica. The ages ranged from 18 to 60. The majority were males 72 (51.4%), and 68 (48.6%) were females. The findings of the quantitative study using the Pearson&rsquo;s Product Moment and the MANCOVA assessed the multivariate relationships between the variables. The study results indicated a statistical significant correlation between church leaders&rsquo; transformational leadership styles and church workers&rsquo; job satisfaction. Future researchers and leaders should consider replicating the study with other churches in hopes to attain a more positive influence on workers job satisfaction and achieve a level of effectiveness in services.</p>

<p> As the baby boom generation approaches and enters traditional retirement ages, the owners of small professional service firms are being inundated with advice concerning how to implement a business succession plan. While much of the advice may be valuable and sound, a significant portion of this advice appears to be derived from a one-size-fits-all approach that ignores, or fails to address, the needs, desires, and personal characteristics of the business owner. Small business succession planning advice often involves growing the business into a self-perpetuating organism. However, many small business owners may not want to do what is necessary to manage a business for optimum succession planning. The researcher used a quantitative research methodology to identify antecedents to business succession planning in small, relationship-dependent service businesses. The research combines concepts from the Theory of Planned Behavior and from the family business succession planning literature to identify potential owner characteristic and situational antecedents to business succession planning. The study focused on a sample population of owners of small financial-services businesses affiliated with one broker-dealer. Most of the sample population offers tax and accounting services in addition to their financial services. The population is in the business of planning for their customers but to a large extent neglect or choose not to plan for their own ultimate exit from the business. While business owners face many choices and obstacles in preparing their firms for their eventual exit, this study indicates that the decision to pursue business succession planning by the owners of small, relationship-dependent service businesses is overwhelmingly driven by the business owners&rsquo; perception of the availability of a qualified successor. Thus the decision to pursue business succession planning by this sample population is more likely to be a reaction to circumstances than a proactive choice driving the owners&rsquo; business decisions.</p>

<p> In 2014, more than 1.6 million patients received services across the U.S. from hospice care agencies. The teams within these agencies are supporting each other to play a vital role in assisting a person&rsquo;s transition from this life to the next comfortably, as well as catering to the family. Hospice care companies are comprised of a variety of roles that are divided into teams. Staff members vary in age from 21 to 70 years, indicating the presence of mixed-generation teams. Generational diversity can create challenges in understanding different points of view, learning styles, and communication. Generational differences are one of the most fundamental reasons organizations experience difficulty with recruitment, development, and retention. In seeking to develop high performing teams, the concept and practice of accountability may be helpful in keeping employees engaged and committed to their team and the organization. Given differences in perception across multiple generations and the importance of accountability, this study explores the multi-generational concepts of accountability and the role of tight knit teams in the various roles at Hospice Care of California. The results indicated that age difference does not play a significant role in accountability. However, tight knit teams are important to providing accountability within a team. The findings of this study can be used to help management and team members become more aware of generational beliefs and drivers behind accountability. This will enhance trust, commitment, clear communication, as well as create effective and productive teams in the healthcare industry.</p>

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<p> A study on corporate leadership failure in America by Vugt and Ronay has shown that the failure rate of business leadership in meeting profitability targets is as high as 60%. Most organizations fail to attain profitability targets due to limited experience and exposure to strategic leadership. The aim of this single case study design was to explore the role of strategic leadership in banking profitability. Twelve purposively selected senior bankers and members of the board of directors with over 10 years of experience in banking and profitability and 3 years in the top management team participated in the study in western Tanzania. The resource-based view framed the discussion regarding strategic leadership skills needed to enhance banking profitability. Data were collected through semistructured interviews using open-ended questions to elicit in-depth responses from the participants. Other data sources included social media, company websites, and annual reports. The modified van Kaam approach was used in the data analysis. Meaningful statements were grouped into larger units to form themes. Findings confirmed that strategic leadership skills development had an important influence on banking profitability. Five themes emerged from the study results including strategic leadership and organization performance, planning, risk management, training and skills development, and the unique resources. Findings may also help to improve banking profitability, create employment, and contribute to social change to the poor and unbanked communities in Tanzania.</p>

<p> A study on corporate leadership failure in America by Vugt and Ronay has shown that the failure rate of business leadership in meeting profitability targets is as high as 60%. Most organizations fail to attain profitability targets due to limited experience and exposure to strategic leadership. The aim of this single case study design was to explore the role of strategic leadership in banking profitability. Twelve purposively selected senior bankers and members of the board of directors with over 10 years of experience in banking and profitability and 3 years in the top management team participated in the study in western Tanzania. The resource-based view framed the discussion regarding strategic leadership skills needed to enhance banking profitability. Data were collected through semistructured interviews using open-ended questions to elicit in-depth responses from the participants. Other data sources included social media, company websites, and annual reports. The modified van Kaam approach was used in the data analysis. Meaningful statements were grouped into larger units to form themes. Findings confirmed that strategic leadership skills development had an important influence on banking profitability. Five themes emerged from the study results including strategic leadership and organization performance, planning, risk management, training and skills development, and the unique resources. Findings may also help to improve banking profitability, create employment, and contribute to social change to the poor and unbanked communities in Tanzania.</p>

<p> This study analyzed activism that leads to a merger or acquisition (M&amp;A) of a firm to see its benefits for the shareholders at the target firm as well as its acquirer. It used over thirty years of data to understand the impact of the activists&rsquo; demands of strategic significance for the firms. It examined the premium fetched at acquisition announcement, bid counts and cash versus stock offers to see the benefits of activism to the target firm and its shareholders. It checked the performance reflected in the premium fetched to compare activists based on their overall experience, industry specialization and ownership stake. Most importantly, it analyzed the long-term post-acquisition performance of firms for cases that involved the activists versus others. It noted that the involvement of activists led to above 30% premium for the target firms benefitting its shareholders, as compared to about 15-20% for the non-activism related M&amp;A. It also observed a 30% increase in the post-acquisition performance of the acquirer or the merged firm up to five years after the effective date of the M&amp;A transaction for an activism related M&amp;A, as compared to others. The results provide strong evidence that activism leads to positive value creation for the shareholders of a target firm at the time of acquisition. It challenged the popular perception that activists are near-term focused investors and corporate raiders. It found that activists bring lasting gains to the acquirer and its shareholders. The strategic changes brought in by the activist continue to influence the performance of the target and its acquirer for the long-term. It concluded that activists help discipline a target firm in the short as well as the long terms. Investor activism can steer M&amp;A to successful outcomes for the target and the acquirer. It also observed the positive spillover effects of activism on comparable firms in the M&amp;A context.</p>