The labor force consists of 4 generations including Generation Z with an estimated 25 million Baby Boomers leaving the workforce between the year 2010 and 2020. Franchise fast food service managers desire competent leadership in the workplace inclusive of Generation Z. Yet, many franchise fast food service managers do not have training programs to develop Generation Z's leadership behaviors. Based on Vroom's expectancy theory and Blau's social theory, the purpose of this single-case study was to explore the training programs franchise fast food service managers could implement to develop Generation Z's leadership behaviors. Data collection consisted of direct observation and semistructured interviews of 5 purposely selected franchise fast food service managers at a franchise fast food organization in the southern region of Georgia. Data analysis included coding the transcribed interviews to identify relevant themes, and member checking to strengthen the reliability and validity of the interpretations of participants' responses. The 6 main themes revealed were leadership training, leadership skills, leadership behaviors, training barriers, human capital development, and on-the-job training, which affects employees' performance and organizational effectiveness. Business leaders in organizations may use the findings of this study to develop effective training programs for evolving Generation Z's leadership skills, which could improve the U.S. food service industry turnover rates. Social change implications include the importance of the need for succession planning strategies to promote growth and sustainability within the fast food service industry.

Thesis advisor: Raquel Muñiz / The concept of trust at the central office level has been examined primarily between the superintendent and schools or school leaders. The literature speaks to variable ways that researchers define teams in organizational settings, measure team effectiveness in education, and capture the importance of trust in teams. However, there is a gap in the educational literature concerning trust and teams, specifically among teams within the central office in the K-12 education setting. During times of crisis, trust becomes even more critical, as does the expectation that teams are working interdependently, rather than working in silos (Cornell & Sheras, 1998). Through a qualitative case study of one district with more than 5,000 students in the northeast region of the United States, I examined collective trust in teams at the district level through the examination of the five facets of trust, leadership behaviors that create the conditions for team member inclusion as a means of working across boundaries, and the presence of a collective mission toward collective action.I found that the perceptions of trust among district leaders and principals varied and that the variance was influenced by one’s seniority in the district hierarchy. Proactive strategies for team member inclusion were impacted by a leader’s perception of his/her power to influence a given situation. Moreover, the stated purpose of team missions was most often connected to information-sharing; thus, district meetings were perceived as transactional in nature. As such, the findings support a small number of recommendations within K-12 districts to create the conditions for greater inclusion and collective trust in teams at the central office level: (1) narrow the five facets of trust that matter to district leaders and team members to align perception and expectations around what builds trusting relationships; (2) explicitly work to invite participation of team members to create inclusive communities; and (3) clearly define and consistently communicate an individual team’s purpose to create a collective mission aligned to overall district goals. / Thesis (EdD) — Boston College, 2022. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Leadership plays a significant role in the advancement of the church, the followers, and the community that the church serves. If the church fails to train leaders, growth within the church becomes hindered, and its mission becomes aborted. The problem researched in this study is the declining support church leaders are receiving from the community. The purpose of this qualitative study was to explore church leadership effectiveness in meeting the expectations of followers, the local church community, and the church. The target population consisted of 3 nondenominational church leaders located in Philadelphia, Pennsylvania. The conceptual framework for this study was leadership that captured the connection between effective leadership, organizational growth, financial stability, and success for the local church. Interviews were conducted, and the research questions revealed the best practices, procedures, and leadership behaviors used by the study church leaders for the success of the 3 local churches. Based on the methodological triangulation of the interview data, 10 themes emerged after the using NVivo 11 data analysis software: (a) people-centeredness, (b) communication between the leader and followers, (c) good morals, (d) prayer life that involves constantly talking with God, (e) strategic planning, (f) Christ-centeredness that causes the leader to acknowledge God at all times, (g) love, (h) integrity, (i) God, and (j) Biblical education. As a result of the findings from this study, the potential contributions to social change can include a blueprint for developing future church leaders, increased strategies for creating employment opportunities, and strengthening the family unit through leading people to follow the laws of God and man.

<p>Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in <em>informal</em>, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in <em>informal </em>performance management behaviors influences employee perceptions of <em>overall </em>performance management and 2) how <em>employee </em>feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed. </p>

The primary aim of this study is to discover how leadership competencies affect the perceived effectiveness of crisis management. Leadership skills exhibited by public managers in crisis times may help eliminate panic and help victims recover from the difficult situation as soon as possible. The existence of effective leadership in a crisis is one of the most important inputs in order to diminish the harmful effects of crises and disasters. The absence of effective leadership in times of crisis may be one of the most significant problems in the public administration because it may result in loss of human life and property. By answering the following research questions this study provides useable knowledge for public managers and leaders during crises: Are there any different leadership features or characteristics for effective leadership at time of crises than the leadership in normal time? What is the role of effective leadership in managing crises and disasters (natural or man-made)? How do a public administrator's leadership traits and skills impact the effectiveness of crisis leadership? How do a public administrator's leadership behaviors (task-, people-, and organization-oriented behaviors) influence the effectiveness of a crisis leadership? With the aim of revealing these relations, a self-reported survey was sent to 2,095 current and former Turkish public security network managers. The study found that the core leadership competencies (decisiveness, flexibility, communication, problem solving, managing innovation and creativity, team building, managing and organizing personnel, motivating, networking and partnering, decision making, scanning the environment, and strategic planning) have a positive relationship with the effectiveness of crisis leadership. Among three categories of leadership behaviors, task-oriented leadership behaviors were found with the highest level of impact on the effectiveness of crisis leadership. The study indicated the importance of the core leadership competencies in the effectiveness of crisis leadership. According to the results, the hypothesis testing with the covariance structure model supported the positive impact of the core leadership competencies on the effectiveness of crisis leadership. This study contributes to the literature on leadership during crisis situations, and also provides proposals for public managers and practitioners in order to increase their effectiveness in leading their organizations during a crisis situation.

The focus on specific principal leadership behaviors that positively impact student achievement has become more and more pronounced since the inception of the No Child Left Behind Act of 2001. Recently, researchers have begun to focus on a more dramatic type of change as a method for improving student achievement in schools. Marzano, Waters, and McNulty (2005) conducted a meta-analysis of more than 5,000 studies and identified seven leadership behaviors that related to improved student achievement and were viewed as second-order in nature. In many cases, second-order change was needed (a) to accomplish the student achievement improvements necessary to attain Adequate Yearly Progress (AYP) and (b) to ensure that all students would read on grade level by 2014. For this study, 66 principals from schools with fewer than 60% of students who qualified for free and reduced-price lunches from five urban Florida school districts completed an online survey, Principal Actions Survey (PAS), created to determine which of the seven leadership behaviors successful principals utilized in their schools. Principals were specifically asked to comment on those actions that they felt impacted student achievement and achievement of AYP. Principals consistently responded that they used the seven leadership behaviors, but the results from this study indicated very few statistically significant relationships or predictive relationships. The 66 principal responses were also compared to responses on the PAS of principals from urban Florida elementary schools with more than 60% of students who qualified for free and reducedprice lunches (La Cava, 2009). These comparisons indicated that principals of schools iv with a higher level of poverty reported utilization of the seven leadership behaviors on a more frequent basis or with a higher success rate than principals at schools with lower poverty levels.

The Cambridge education system introduced after independence is mainly blamed for the high failure rate experienced in the Junior Secondary (Grade 10) and Senior Secondary (Grade 12) phases in Namibia. Although it is acknowledged that failure rate can be contributed to by many factors, the research wanted to establish whether the principal’s leadership can have any contribution to the academic achievement in a school. The researcher consulted different literature in an attempt to achieve the research objectives. The principal carries out a number of leadership job functions, hence, an instrument with the relevant job functions of a principal was selected to collect data. Three poorly performing schools were identified in the Omaheke Region. The research used questionnaires among teachers, inspectors and principals to collect data. The analysis shows that two principals were rated low in most leadership job functions. That implies that these principals are not engaged in instructional leadership, resulting in poor academic results. At the end recommendations and proposals for future research are highlighted. / Human Resource Management / M.Tech. (Human Resource Development )

The Cambridge education system introduced after independence is mainly blamed for the high failure rate experienced in the Junior Secondary (Grade 10) and Senior Secondary (Grade 12) phases in Namibia. Although it is acknowledged that failure rate can be contributed to by many factors, the research wanted to establish whether the principal’s leadership can have any contribution to the academic achievement in a school. The researcher consulted different literature in an attempt to achieve the research objectives. The principal carries out a number of leadership job functions, hence, an instrument with the relevant job functions of a principal was selected to collect data. Three poorly performing schools were identified in the Omaheke Region. The research used questionnaires among teachers, inspectors and principals to collect data. The analysis shows that two principals were rated low in most leadership job functions. That implies that these principals are not engaged in instructional leadership, resulting in poor academic results. At the end recommendations and proposals for future research are highlighted. / Human Resource Management / M.Tech. (Human Resource Development )

This study investigated effects of selected demographic variables and styles of leadership on the self-perceived leader effectiveness scores of vocational administrators at two-year postsecondary institutions in Texas. Demographic variables were type of institution represented, teaching experience, age, trade experience, administrative experience in vocational education, highest degree earned, institutional enrollment and vocational enrollment. Seventy-eight administrators were mailed copies of the Leader Behavior Analysis II—Self (LBA) and a demographic questionnaire. The LBA contained twenty supervisory situations. Respondents were to select the alternative approach that most closely resembled action they might take. Scoring determined the respondents' primary leadership styles and leader effectiveness scores. One-way analysis of variance was used to determine if selected demographic variables or primary leadership style was significant in determining a difference in their effectiveness scores. Primary leadership style and degree held were significant in determining leader effectiveness scores at alpha .05. It was determined that 84 percent of the administrators completing the questionnaire preferred the supporting style. None of the administrators preferred delegating or directing styles. Recommendations included studies using the LBA with supervisors in associations serviced by the institutions to provide an understanding of relationships between the leadership style of the administrators of training institutions and those of the associations served. Additional studies should be done to ascertain any differences in the self-perception of the administrators' leadership style and perceptions of their subordinates. A final recommendation included the implementation of programs to assist administrators in the utilization of the broader situational leadership approach.

The purpose of the present study was to examine the relationship between leadership behavior and perceived burnout of coaches. Head coaches from high schools and from Southeast and Southwest Conference universities were included in the sample (N=302). Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire, Social Desirability Scale and a demographic data sheet. Coaches were separated into two leadership behavior groups and classified as Consideration or as Initiating Structure. It was predicted that coaches in the Consideration Group would have a higher level of perceived burnout. A multivariate analysis of variance was conducted and indicated significant differences in four subscales of the MBI. Specifically, coaches in the Consideration Group scored significantly higher in the frequency and intensity dimension of the emotional exhaustion and depersonalization subscales (p<.001).