<p> Trust is consistently identified as a key factor in the success of organizations. Despite its importance, public trust of U.S. institutions has fallen steadily over six decades. One exception is public trust of the U.S. military, which has increased. This qualitative Delphi study sought to answer the question: What are the perceived characteristics of the trust relationship between the U.S. military and the general public at the point interface where senior military leaders, their public affairs advisors, and national-security media representatives directly facilitate the relay of information between the military and the public? This study also sought to identify which, if any, of those perceived characteristics are unique in the literature, or if they are uniquely prioritized in the trust relationship between the U.S. military and the general public. The purpose of the study was to explore a favorable trust relationship in an effort to identify characteristics that might be beneficial to other leaders in their effort to establish, preserve, or strengthen public trust in their own institutions. The Delphi methodology was used to achieve consensus of opinion among three groups of subject matter experts who, in accordance with joint U.S. doctrine, act as a point of direct interface between the military and the public. Retired senior military officers, retired or former military public affairs officers (PAOs), and journalists who cover the national-security beat for national and international media organizations participated in the study. During three survey rounds, members of two independent groups identified, prioritized, and defined characteristics they perceived as contributing most to the favorable trust relationship between the U.S. military; anonymously reviewed input from other group members; and modified their own input. Overall consensus was reached among these two groups of subject-matter experts that prioritization of honesty, integrity, and credibility contributes most to a favorable trust relationship. Summative content analysis of the respective group&rsquo;s definitions of those terms revealed key themes of open communication and the critical importance of an organization&rsquo;s members doing and saying the right thing, regardless of consequences.</p>

<p> Organizations face challenges related to swiftly and successfully adapting their products and services to meet the changing demands of the external environment to achieve long-term success. These challenges have prompted the study of organization agility, an organizational capability defined as the ability to swiftly and successfully change in order to achieve long-term financial success (Worley, Williams, &amp; Lawler, 2014). Researchers have theorized that the behaviors and attributes of organization leaders impact organization agility (Worley et al., 2014; Holbeche, 2015). The purpose of this study was to conduct an inferential quantitative research study to determine if leadership behaviors predict organization agility. </p><p> The research sample included 126 U.S.-based business units within 47 organizations with greater than 1,000 employees. Organization agility was measured using the Agility Survey (short-form) developed by Worley, Williams, and Lawler (2014) to generate a Total Agility Score. The leadership behaviors and attributes of the business unit leaders were measured using the Multifactor Leadership Questionnaire (MLQ-5X; Avolio &amp; Bass, 2004). Confirmatory and exploratory factor analysis determined an alternative five-construct model of leadership behaviors and attributes for this data set. Simultaneous linear regression determined that the leadership behaviors found to predict higher levels of organization agility included (a) exploratory behaviors that support a culture of discovering new ways to solve problems and conduct business, (b) latitude behaviors that provide employees with a high degree of freedom and responsibility in achieving work results and resolving issues, (c) visionary behaviors that create a clear organization purpose and mission that define the &ldquo;why&rdquo; of the organization&rsquo;s existence, and (d) reflective behaviors that cause leaders to challenge their own assumptions and create mechanisms for the organization to do so as well. Simultaneous linear regression analysis also determined that leadership behaviors related to power and structure predict lower levels of organization agility. </p><p> In addition to the original research question, results were reported comparing the Total Agility Score for organization groups divided by type of organization, size of organization, and year founded; and for business unit groups divided by business unit leader gender and size of business unit. Inspection of these results&rsquo; means indicated that the Total Agility Score for for-profit organizations (<i>M</i> = 3.97) was significantly higher than the Total Agility Score for nonprofits/government agencies (<i> M</i> = 3.67), a difference of .30 on a 5-point Likert scale (<i> p</i> = .009) and with a larger than typical effect size (<i>d</i> = .77). Inspection of the results also indicated that the Total Agility Score for organizations with 1,000 to 6,000 employees (<i>M</i> = 3.99) was significantly higher than the Total Agility Score for organizations with greater than 6,000 employees (<i>M</i> = 3.83; <i>p</i> = .038) with an effect size between smaller than typical or medium (<i> d</i> = .37). </p><p> This research study contributes to the body of knowledge of organization agility by informing scholars, practitioners, and organization leaders as to the leadership behaviors and attributes that predict both higher and lower levels of organization agility. Several additional research studies are suggested that would enhance knowledge related to the conceptual frameworks and theories of organization agility and leadership.</p><p>

<p> This study examined the function of complexity leadership in the generative emergence of new ideas in a high-performance nonprofit organization. The conceptual framework for the study combines Uhl-Bien, Marion, &amp; McKelvey&rsquo;s (2007) Complexity Leadership Theory with Lichtenstein&rsquo;s (2014) concept of generative emergence in order to investigate the growth of new ideas in high performance nonprofit organizations. The study was conducted at Goodwill Industries of Central Indiana (GICI), a high performing nonprofit that is one of 162 local Goodwill member agencies that make up Goodwill Industries International (GII). </p><p> This empirical case study examined the emergence and successful operation of one innovative idea&mdash;the creation and operation of public charter high schools&mdash;with GICI&rsquo;s operating territory. Data was collected through interviews with GICI leaders, board members, and community leaders, well a review of documents pertinent to the case. Merrriam&rsquo;s (2009) case study framework guided the collection of the data, and coding followed the process outlined by Salda&ntilde;a (2013). </p><p> The study identified numerous specific leadership actions as they appeared through each stage of the generative emergence process. These were coded and analyzed through the lens of CLT in order to address the study&rsquo;s research questions. Case findings determined that, in high-performing nonprofits, the function of complexity leadership in the generative emergence of new ideas is to identify, interpret, and respond to specific system behaviors so that the idea has the best possible chance to reach its full potential. </p><p> The study shows that if a high performing non-profit organization is to employ complexity leadership to successfully grow and implement new, innovative ideas via generative emergence, a mix of administrative, enabling, and adaptive leadership actions must be employed during each phase of the process. The study has implications for both CLT and Generative Emergence because it provides specific, empirical examples of the elements articulated by each concept. The study offers implications for practice since the structure and definitions provided by both CLT and generative emergence may be helpful to organizations as they generate and manage the growth of new ideas.</p><p>

<p>This is a grounded theory study of how scholar-practitioners simultaneously help clients generate results and create new knowledge. Through a set of 41 interviews, it examines the roles of scholar-practitioners in organization development and medical translational research, compares the strategies and tactics they use in each field, and considers how they renew themselves professionally and personally. It shows how these professionals perform varying combinations of three roles: research, teaching and applied field work. They have developed different work habits, ways of thinking and even ways of being than their colleagues who focus on just one of those areas in either field, and have a set of personal characteristics including being agile/adaptive, collaborative, holistic, passionate and wise, which empower their use of self in helping their clients or patients. It shows how strategies and tactics are employed in the translation of theory to practice and vice versa, which had not been done previously, and develops a new Knowledge-Results Circular Flow Model to connect all the aspects of their work with their clients to generate client-determined results and new knowledge in an ongoing iterative process. Last, but not least, it shows that scholar-practitioners in these two fields are much more similar than different, and can learn from each other to strengthen both the knowledge they generate via their research, and the client/patient results that are the focus of their work. </p>

<p> The realization of growth synergies across products and services in a global multi-unit firm is a topic of discovery that has substantial implications for the profitability of multi-national corporations. A driver for the realization of this incompletely tapped potential is the influence of organizational design. The scholar comprehensively examines a singular case study in which a multidimensional organizational design is used to exploit growth synergies in a global multi-unit firm. For many firms, collaboration is connected to synergy realization, which is critical to growth in saturated and emerging markets. Cross-business unit strategy research has been largely focused on diversification rather than on synergies. Additionally, the literature addresses synergy realization in very turbulent or static markets; however, in this case, the scholar illustrates how a multi-unit firm in a moderately dynamic market attempted to exploit growth synergy opportunities through (a) focused action, (b) the application of an organizational design that exploits decentralized collaboration, (c) lateral support mechanisms that preserve business unit (BU) self-interest, (d) a designed relationship with the corporate center, and (e) a singular context with clients. The intent of these actions is to enhance profitability theory by analyzing rapid evolutionary change in an integrated global value chain. This study attempts to show whether or not a multi-unit firm made of business units that are related diversifiers can be combined, or recombined, to exploit complementary resources. Furthermore, this study advances emerging research on the exploitation of multidimensional organizational design, its dynamic capabilities, co-evolutionary organization-wide change leadership, and cross-unit innovation.</p>

<p> The purpose of the quantitative, correlational research study was to evaluate the relationship between organizational culture and the quality of management support for mentoring among Air Force Enlisted members assigned to a Communications Squadron. Organizational culture theory and organizational support theory were the theoretical foundations for this study. Organizational culture was the predictor variable, and it was assessed using Organizational Culture Assessment Instrument (OCAI) to discern the type of perceived organizational culture type&mdash;clan, adhocracy, market, or hierarchy. The perceived quality of management support for mentoring was the criterion variable, and it was assessed using the Quality in Mentoring Framework (QIM). A purposive sample comprised of 60 Air Force enlisted members provided data for this study. The enlisted members were part of a larger target population of 27,500 United States Air Force enlisted members working in communications career fields. Based on the survey results, there was not a statistically significant correlation between perceived organizational culture and perceived management support for mentoring. The small response rate may have attributed to the study outcome. Recommendations for future research include expanding the study to Air Force officers and government civilians to examine different organizational levels and gain an organizational perspective of organizational culture and management support for mentoring.</p>

Thesis (M.A. in Security Studies (Far East, Southeast Asia, Pacific))--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Miller, Alice L. Second Reader: Twomey, Christopher P. "March 2010." Description based on title screen as viewed on April 26, 2010. Author(s) subject terms: China, PRC, PLA, Crisis, Crisis Management, Collective Decision Making, Stress, Rationality, Cybernetic, "Muddling Through", Institutionalism, Incrementalism, Servomechanism, Fragmentation, Rules, Organizational Routine, Information Channel, Case Study, Uncertainty, Adaptation, Belgrade Embassy Bombing, EP-3, SARS, ASAT, Sichuan Earthquake. Includes bibliographical references (p. 109-116). Also available in print.

Inaug.-Disc.--Wirtschaftshochschule Mannheim. / Vita. Bibliography: p. 110-115.

<p> Achievement motivation has been identified as an important element of organization behavior due to the impact it can have on an individual&rsquo;s performance, job satisfaction and organizational commitment. At the same time, work-life balance has become increasingly valuable to employees. There is much literature supporting the positive impacts of achievement motivation, job satisfaction and work-life balance. In addition, theories exist which detail the relationships between the studied variables, but little research has been completed studying the results in corporate and retail settings. </p><p> This study evaluated the relationship between an individual&rsquo;s achievement motivation and job satisfaction, the relationship between an individual&rsquo;s achievement motivation and work-life balance, and the relationship between an individual&rsquo;s job satisfaction and work-life balance.</p><p> A quantitative study was conducted using three survey instruments. The Achievement Motivation Inventory (AMI) instrument will measure achievement motivation in this study via a modified short version featuring 30 questions. The 18 question Job in General (JIG) scale will be utilized to measure job satisfaction in this study. The 5 question Work-Family Conflict Scale (WFC) will be the instrument used to measure work-life balance in this study. A non-random, as a convenience sample was used to select participants for this study. The population consisted of salaried store management employees who work in multiple store locations for a large corporation who were willing to voluntarily participate in the study.</p><p> Research question one tested achievement motivation and job satisfaction via the Achievement Motivation Inventory and Job in General scale. The analysis indicated that there is a weak positive linear relationship between the two studied variables. This relationship between a salaried retail manager&rsquo;s level of achievement motivation and their level of job satisfaction was found to be a statistically significant relationship. This was the only research question to feature a relationship between the studied variables that was statistically significant.</p><p>

<p>Toxic leadership costs organizations millions at a time in lost employees, lost customers, lost productivity, and even lost health. The literature shows toxic leadership extends beyond just leaders into an interconnected ?toxic triangle? of destructive leaders, conducive environments, and susceptible followers. This study explored, ?Can a free, online mindfulness-based stress reduction course reduce the negative impact of toxic leadership on the organization?? Ten volunteers self-identified as currently working under a toxic leader. The study used an explanatory sequential mixed methods design to measure resistance, compliance, and core self-evaluation along with interviews and journals. The results indicated mindfulness did reduce the negative impact: conducive environments were less conducive and susceptible followers were less susceptible. Additionally, mindfulness had influence on the entire toxic triangle and resulted in unique Toxic Triangle Influence Maps for each situation. Finally, family systems theory was found to be particularly useful for understanding leadership in a toxic triangle.