<p> The purpose of the quasi-experimental study was to determine the effectiveness of Solution-Focused Brief Coaching as a specific intervention in executive coaching. The study used a pretest-posttest design with an experimental group and a control group. Six executives received six coaching sessions during this study. Twelve executives, serving as control subjects, did not receive coaching by any method. Measurement tools (the Working Alliance Inventory, the Goal Attainment Survey and the Satisfaction With Life Scale) provided quantitative outcome data to determine behavior, performance, and emotional change associated with use of SFBC (the independent variable). These measurement tools (the dependent variables) were administered to both groups before and after the 6-week coaching intervention. The WAI &ndash; C pretest showed significant differences between the groups suggesting that coaches perceived the working alliance of coached participants to increase to a significantly larger degree than the noncoached group. The SWLS pretest showed significant differences between the groups suggesting that the group that sought coaching had a lower satisfaction with life than the control group at the beginning of the coaching engagement. While the GAS did not produce statistically significant results there was a large effect size suggesting that a very clear difference exists between the two groups. The results of the study provided preliminary empirical support for use of SFBC as an executive-coaching intervention. Recommendations based on the study&rsquo;s results include replication of the study with a larger sample, additional studies reflective of more rigorous research designs, and use of professional coaches in research studies.</p>

<p> This study examined six people-integration best practices during mergers and acquisitions (M&amp;As): cultural due diligence, cultural integration, integration planning, integration managers and teams, communication practices, and leadership support. Interviews were conducted with 12 individuals who played key roles in M&amp;As. The study findings supported the use of all the best practices with the exception of cultural due diligence and integration managers. Recommendations of this study are to perform cultural exploration, implement the best practices validated by the study, and hold leaders accountable for supporting the M&amp;A effort. Recommendations for research include examining the impact of external factors on M&amp;A success and improving measures of the people impact on M&amp;A success. This study concludes that organization development practitioners must lead the charge in executing M&amp;As with consideration of the human impact. Practitioners can be aided in this effort by familiarizing themselves with the M&amp;A best practices validated in this study.</p>

<p> This study researched the impact of Appreciative Inquiry (AI) on the development of interpersonal competencies in nonprofit boards, examining the case of the San Benito Time Exchange (SBTE), in Hollister, California. The study assessed five interpersonal competencies tied to organizational effectiveness, including: knowledge of one another, communication style, decision-making, conflict resolution, and ability to influence one another. All SBTE board members participated in pre-interviews, board retreat, and post-interviews, each using AI. Study findings indicated positive changes in four out of five measures. The SBTE case illustrated the positive impact of AI on the board's interpersonal competencies and indicated that AI could have a positive impact on interpersonal competencies in other nonprofit boards. Study limitations include the small number of participants and the short time between intervention and measurement of its impact. Areas for future research include testing the impact of AI with larger groups and over longer time periods.</p>

<p> The purpose of this study is to identify the importance of the manager's relationship with frontline staff. There continues to be a need for top leadership to understand clearly and value this relationship and provide managers with the support they need to deliver on their visions, missions, and corporate goals. The manager-staff relationship sets the tone for the frontline staff and creates an environment of trust. The communication the manager provides is pivotal to helping staffs understand the goals and vision top leadership established. In addition, the positive atmosphere created by this relationship helps to cement the staffs' commitment to the organization and reduces the turnover rate because job satisfaction increases. The positive impact on the morale of staffs by the manager-staff relationship is well documented in the literature. In a high-performing organization, communication flows both vertically and laterally (Robbins &amp; Judge, 2010). That is, leaders and managers pass communication downward to groups in lower levels and these groups provide feedback to higher-up staffs.</p>

<p> The role of the middle manager in organizations is evolving. As organizations shift from strictly hierarchical structures to ones that are increasingly horizontal and interconnected through team-based collaborations, middle managers are being asked to assume more leadership responsibilities in addition to their traditional management duties. While there is agreement that both leadership and management skills are required for organizations to be successful, there is limited information on the specific skills that are required to both manage and lead from the middle. </p><p> Mid-level managers who successfully develop both skill sets are well positioned for future leadership positions. Preparing middle managers for senior level responsibility is of particular importance to non-profit organizations which are currently facing a significant deficit in the leadership pipeline. To fully develop their human capital, senior level executives in non-profit organizations need to have a good understanding of the management and leadership skills they desire in their middle managers. </p><p> The purpose of this study was to explore, with senior level executives in non-profit organizations, the management and leadership skills they value in their middle managers. The study was designed using the Delphi Method approach of identification, shared evaluation and re-evaluation, and finally consensus among the executives, to determine the most desired and essential management and leadership skills. At the conclusion of the process, 11 senior level executives identified 11 management and leadership skills they believe are essential for effective mid-level management. 4 management skills were considered to be critical: (a) focused on the mission, (b) organized, (c) communication, and (d) accountability. 7 leadership skills were identified as essential: (a) authenticity, (b) promotes healthy organizational culture, (c) values human capital, (d) takes responsibility, (e) creates alignment, (f) provides senior level support, and (g) relationship building. </p><p> Recognizing that organizations are stronger and healthier when both skill sets are present, the findings in this study may be used to identify current strengths and weaknesses within the management structure of a non-profit organizations so that training and hiring adjustments can be made, and to create training programs to better prepare mid-level managers for future executive positions in order to build a strong leadership pipeline.</p>

<p> The purpose of the study was to explore the application of the strengths, opportunities, aspirations, and results (SOAR) framework derived from the appreciative inquiry literature and through the lived experiences of California-based association management and non-profit executives leading professional societies, trade associations, or foundations. In addition, this research, using phenomenological interviewing techniques, aimed to determine whether or not association management executives working in California-based professional societies and trade associations changed their individual thought processes or behaviors as a result of attending a professional development program that demonstrated the SOAR framework. The research questions that guided this research were: (a) what changed mindsets were experienced as a result of an understanding with the SOAR framework in the strategic thinking process? and (b) what changed mindsets and organizational application were experienced as a result of an understanding with the SOAR framework in the strategic thinking process? </p><p> This qualitative study, using semi-structured interview questions, sought to explore and document the experiences of California-based senior association management executives with SOAR framework. This research aimed to add to the body of knowledge of SOAR as a result of expanded individual and organizational application of this approach as compared to other strategic thinking experiences. The study documents comparisons, by the non-profit executives involved in this study, between the more commonly known strategic thinking of strengths, weaknesses, opportunities, and threats (SWOT) analysis and the positivity-focused SOAR framework.</p>

<p> This study built upon the Project GLOBE (House, Hanges, Javidan, Dorfman, &amp; Gupta, 2004) analysis by using a Web-based version of the GLOBE Questionnaire in order to examine the extent to which the cultural values and practices of middle managers in a multinational organization vary depending on (a) their cultural background and the region in which they work, (b) whether they were a member of a recently acquired company, and (c) the number of years employed by the multinational organization. Multinational organizations face the unique challenge of operating in societies that have different sets of cultural norms, expectations, beliefs, and values. Just as societies have distinct cultures, so do organizations. Individuals working in organizations are influenced by the organizational culture as well as by the societal culture and competition between these 2 sets of distinct cultures can dramatically impact the success or failure of an acquisition, a strategic alliance, or any other initiative involving multiple cultures. Focusing on data from over 200 middle managers from the United States parent organization, and the regional organizations in Ireland, France, and Japan, a secondary analysis shows that an individual's values and beliefs tend to be more closely aligned with the corporate culture of the parent organization than with the societal culture of the regional organization. Additionally, an examination of the culture of an acquired company shows that there are no statistically significant differences in cultural practices, and only 2 statistically significant differences in cultural values, several years after the acquisition. Finally, the results from this study show that statistically significant differences for cultural practices and values between individual respondents and the overall organization tend to be most prevalent among middle managers with 5 to 10 years of service with the organization.</p>

<p> Emotional intelligence, which involves competencies that can help leaders deal more effectively with organizational members and foster a healthy organizational climate, has become increasingly more popular and debated in recent years. The purpose of this quantitative, correlational study was to determine whether a relationship existed between a leader's self-perceived level of emotional intelligence and the overall organizational climate, as perceived by organizational members in a nonprofit setting. The research question focused on whether a leader's level of emotional intelligence correlated with a healthy organizational climate. The Emotional Intelligence Quotient Inventory (EQ-I) was administered to 29 leaders from various nonprofit organizations from the United States and the Palestinian territories. The Organizational Climate Questionnaire (OCQ) was administered to 96 organizational members to determine organizational climate. Data obtained from the aforementioned instruments were analyzed using Pearson correlations and multiple regressions. The study revealed no significant relationship between the emotional intelligence of leaders and organizational climate as perceived by organizational members. The results of the study indicate that individuals working in nonprofit organizations are perhaps influenced and/or motivated differently than individuals working in for-profit organizations.</p><p> <i>Keywords</i>: emotional intelligence; organizational climate </p>

<p> This mixed-methodology study investigates the degree to which dominant organization culture and cultural values influence a manager's willingness to differentiate employee performance for the purpose of making meaningful talent decisions. Data were collected from 26 companies and a total of 45 individual participants. The findings suggest that specific values play a significant role in influencing a manager's willingness to differentiate employee performance regardless of dominant culture. All organizations have high and low performers, yet being willing to make tough performance calls for greater talent decision effectiveness may require embodying values that are considered countercultural. We argue that these values may need to be translated in the dominant culture for greater acceptance and assimilation, and recognize that companywide performance management programs may best be viewed as a collection of individual decisions that carry with them great tensions. Implications and limitations of the study are discussed.</p>

<p> Millennials represent the future generation of our workforce, as well as our future thought leaders, decision-makers, entrepreneurs, and business owners. The purpose of this study was to identify the cultural attributes of and retention strategies used at companies founded and run by Millennials. This qualitative study collected data through interviews with 10 Millennial managers and 11 Millennial employees. Examination of the data led to the identification of artifacts, behaviors, values, implicit assumptions, and characteristics of these companies. Six common retention strategies also were identified. The concepts underlying these attributes and strategies include openness, egalitarianism and autonomy, immediacy, collaboration and connectedness, and making a valuable impact. Organizations are advised to incorporate these principles into their design, instill supporting structures that help Millennials enhance their potential for contribution, and educate managers about Millennials' preferences and needs. More research is needed to help confirm and extend the present study's findings.</p>