<p> This qualitative study uses phenomenology as its method of inquiry to examine increased intuitive capabilities experienced by firefighters during emergency incidents. Firefighters provide immediate crisis intervention and are often faced with exposure to traumatic incidents that demand rapid and spontaneous decisions. The emphasis of this investigation is placed on the phenomenological implications of unconscious motivations that target spontaneous tactical and strategic split-second decisions. Intuition is the basis from which implicit decision-making practices emerge during emergency-scene management. Increased intuitive awareness simultaneously arises from, and is a reaction to, the activation of rapid decision making when exposed to crisis situations. Through the oral documentation of the lived experiences of on-scene firefighter managers (battalion chiefs and captains), this investigation expands the literature concerning the activation of intuition.</p><p> Attempts to define intuition during critical incidents can often lead to a generalization that overlooks the importance of cultural implications of the diverse firefighter population. The findings in this study recognize commonly held interpersonal, group organizational, and sociocultural personality identities of the 21st-century American firefighter. Thematic constructs of firefighter personality formulations expand the multiple dimensions of explicit and implicit characteristics of firefighters&rsquo; occupational subjective and collective personality preferences that correlate with specific inherent tendencies toward intuitive decisions.</p>

<p> Academic libraries and their parent institutions are experiencing increasing social, technological, economic, and political pressure in the twenty-first century. While the academic library literature contains numerous discussions and case studies illuminating how larger academic libraries are engaging in organizational change and experimentation to respond to those pressures, libraries in smaller academic institutions are underrepresented in those professional discussions.</p><p> This study examines liberal arts college libraries engaged in transformational change. It explores ways academic libraries are aligning their purpose and services with the missions, strategic priorities, and challenges of their parent institutions. Through four case studies, it examines how library directors create change visions, enroll staff and stakeholders in those visions, and the skills, tools, and strategies they use to lead and manage organizational change.</p><p> Data were collected using narrative inquiry, a qualitative methodology. Participants included library directors, provosts, and senior management team members. After analyzing the data, two organizational change theories were applied. The first theory focuses on what was changed&mdash;the antecedents and consequences. The second organizational change theory focuses on how the change was done&mdash;strategies, tools, and actions.</p><p> Data analysis reveals several findings. Directors who employed the greatest range of political intelligence, emotional intelligence, and transformational leadership skills were the most successful in creating lasting, radical organizational change. They were also most likely to align that change with the mission and needs of the colleges they served. Directors who used frame bending rather than frame breaking approaches to envisioning and communicating change were more successful in enrolling both library staff and academic stakeholders in their change strategies and change goals.</p><p> The results of this study contribute to an understanding of how smaller college libraries are leading and managing change. The findings identify potential obstacles to successful change and provide examples of strategies used by other change leaders to mitigate or surmount those obstacles. Those findings may be of value to other academic library change leaders. Finally, this study also identifies change leadership skills and strategies that were effective within the unique environment of academic institutions which have a decentralized environment, distributed power and authority, and a shared allegiance to the organization's history and culture.</p>

<p> Leadership found the best form of communication and behaviors challenging and elusive during all phases of Merger and Acquisitions, (M&amp;A). The majority of M&amp;A resulted in lower than expected shareholder value as measured by yearly profits. A qualitative Delphi design was used to identify the key descriptors of leadership communication and behaviors witnessed that influenced motivation, morale, and productivity during mergers and acquisitions. The participants engaged by email in two rounds of behavior and communication key descriptor creation, and a telephonic interview that presented the witnessed M&amp;A. The 25 participants were experts because of their knowledge of the PLM and software industry, knowledge of the industry&rsquo;s history of mergers and acquisitions, and witnessed leadership communication and behavior during merger and acquisitions. In addition, the majority of the participants experienced multiple mergers and acquisitions under change leaders. This positioned the participants as experts that identified the successful leadership communication and behavior in a merger and acquisition. The Delphi results introduced the criticality in regard to knowledge in the art of leadership regarding adaptability to change and appropriate application of communication and behaviors during M&amp;A. NVivo 10 a qualitative analysis tool helped produce organization, and broader meaning to the key descriptors. Once the key descriptors were categorized as leadership qualities, behaviors, and processes themes were extracted from the collected data that produced consensus in regard to best communication and behaviors, which positively influenced motivation, morale, and productivity of employees.</p>

<p> Organizational work climates in healthcare organizations were described in the literature using a social framework of structured interactions, defined roles, and behavioral responses between team members of physicians and nurses. It was hypothesized that the characteristics of physician-nurse collaboration, physician dominance, and nurse autonomy in socially complex work settings have relationships to turnover intent in nurses who work in operating room settings. In an era of nursing shortages the challenge of nurse retention and the evidence of challenging work climate become even more critical for healthcare organizations. This research study examined a gap in knowledge regarding the extent to which aspects of organizational work climate predict nurse turnover in operating room work settings. A quantitative correlational study using three work climate characteristics of physician-nurse collaboration, physician dominance, and nurse autonomy was conducted using the Jefferson Scale of Attitudes Toward Physician-Nurse Collaboration (Hojat &amp; Herman, 1985, <i>Developing an Instrument to Measure Attitudes toward Nurses: Preliminary Psychometric Findings</i>) and the Anticipated Turnover Scale (Hinshaw &amp; Atwood, 1983, <i>Nursing Staff Turnover, Stress, and Satisfaction: Models, Measures, and Management</i>). Responses from 322 Operating Room staff nurses who were members of a national professional nursing organization were examined in the analyses. The study concluded that the independent variables of collaboration, dominance, and autonomy were not significant in predicting turnover among nurses in the operating room setting.</p>

<p>Even though various models have been developed in the field of human performance technology (HPT), little research has been done to empirically test these models of human performance (HP) with large amounts of data. This insufficient evidence on whether or not HP models work in practice discourages HPT professionals and workers from applying HP models into their own contexts. This study aims to examine structural relationships among performance support systems (PSS), human behaviors (HB), and performance (PER) in order to test the proposed performance model. Using national government-wide representative data from the 2012 Federal Employee Viewpoint Survey (FEVS, N=687,687, 82 federal agencies), this study has the opportunity to empirically test a comprehensive performance model (Bichelmeyer & Horvitz, 2006) using structural equation modeling (SEM). In measurement model I, a 1st order confirmatory factor analysis (CFA), all model fit indices were found to be adequate (?</p><p>2(93) = 90800.207; CFI = .949; TLI = .926; RMSEA = .038; SRMR = .030). All factor loadings of the observed variables were significant (p < .001), indicating that all first-order factors were well measured by the indicators. In measurement model II, a 2nd order CFA, all model fit indices were also found to be in adequate range (?</p><p>2(111) = 120515.246; CFI = .933; TLI = .918; RMSEA = .040; SRMR = .036). All factor loadings of the first-order factors used to measure the second-order factors were statistically significant (p < .001), indicating that all the second-order factors were well measured by the first-order factors. In structural model, a 2nd order SEM, all model fit indices demonstrated the proposed model is entirely adequate (?</p><p>2(111) = 120515.381; CFI = .933; TLI = .918; RMSEA = .040; SRMR = .036). In terms of structural relationships, results supported the hypothesized direct associations among PSS, HB, and PER. Four steps outlined by Baron and Kenny (1986) and Judd and Kenny (1981) were taken for mediation analysis. In addition, bootstrapping (1,000) with confidence intervals was used for a robust examination of the mediating effect of HB. The results indicated that HB partially mediated the relationship between PSS and PER (?_11* ?_21 = .35, p < .001, 95% CI [0.34 to 0.37]). Finally, implications are discussed based on the results and findings of this study. At the first-order factor level, various sets of practices for Human Performance Technology (HPT), Human Resource Management (HRM), and Human Resource Development (HRD) are presented.

<p> Every day, distractions keep people from maintaining focus and productivity. Music, in particular, is a distraction that can easily disrupt individuals mentally and physically. However, what if common distractions like music had the power to motivate people towards a goal rather than deter them from it? Regulatory Focus Theory offers an explanation for how this is possible. It posits two motivational foci: promotion and prevention. If individuals are promotion-focused, they seek positive outcomes, and if individuals are prevention-focused, they try to avoid negative outcomes. </p><p> The current study tested the assumption that avoiding distractions during goal pursuit matched the behavior of someone with a prevention focus better than someone with a promotion focus and simply being in a prevention focus when completing a task could increase an individual&rsquo;s task enjoyment and performance when distractions were present. Participants were first given a questionnaire to determine their regulatory focus. Then their task was to solve math problems in the presence or absence of music which served as the distraction. The results of 150 participants did not support the hypotheses and showed that, regardless of whether a distraction was present or not, promotion-focused participants performed better and enjoyed the task more than their prevention-focused counterparts.</p>

<p> <b>Purpose.</b> The purpose of the mixed methods study was to identify and describe the extent to which individual or team workspace contributes to innovation in an organizational setting as perceived by knowledge workers in California. In addition, the purpose was to identify stimulators and barriers in the physical workspace on innovation. A literature review revealed the importance of creativity and innovation in organizations. Gaps in the literature between workspace and innovation were examined and perspectives on the combination of workspace design and innovation were assessed. </p><p> <b>Methodology.</b> This mixed-method research design combined two methods, surveys and interviews, in a sequential manner. First, the quantitative component (surveys) was administered via a 53- question online survey. The results of the quantitative survey guided the qualitative interviews by prioritizing data and themes. The population for the study included full-time knowledge workers in California. </p><p> <b>Findings:</b> Respondents identified core dimensions within the Situational Outlook Questionnaire that led to innovation and creativity in the workspace environment. To further expand respondents acknowledged individual and team workspace factors that led to more innovative outcomes. Within the individual workspace technology surfaced as a primary driver of innovation. When asked about team workspace respondents were more constructive indicating concern over noise and interruptions. Additionally, the study asked about stimulators and barriers to innovation within the workspace. Stimulators included placement of staff within close proximity to key team members, design that encourages trust, and inspiring d&eacute;cor that awakens creativity. Lastly, barriers to innovation in the workspace included status quo mentality, decreasing square footage from individual workspace, and concerns with open space design. </p><p> <b>Recommendations for Action:</b> The author offers several recommendations for action including: optimize the right level of playfulness to drive innovation; avoid workspace fads and focus on workspace intent; add pulse surveys about employee workspace to drive design strategies that compliment innovation objectives; consider new ways of assigning space by giving thought to the requirements for the worker instead of seniority within an organization; adopt policies to reduce noise and utilize space more purposefully; lastly, the researcher introduces a new model to use when planning workspace that drives innovation.</p>

<p>For over seventeen years, I have dedicated my life as both a teacher and an administrator to serving our children, especially our children of color and those of lower socio-economic status. I have lived and felt the successes of our children and teachers as well as the pain of public education. I have striven to be an authentic leader, keeping our children at the forefront of why we do what we must in order to provide ALL of them with equitable access to a quality education and opportunities. This has come at a heavy cost to me both professionally and personally. </p><p> During a &ldquo;time out&rdquo; in my career, this dissertation granted me an opportunity to reflect and analyze who I have been, who I am, and who I might become. More specifically, it allowed me to take a look at certain life stories of my past, and thus to better understand my professional experiences so that I may work towards becoming a more effective and authentic leader. </p><p> This study used an autobiographical framework with a qualitative design to analyze my life-stories and thus address the following questions: &bull; What meanings am I taking away from my life stories? &bull; How do my life-stories help my development as an authentic leader? &bull; How has the notion of authentic leadership helped me understand what has happened to me professionally thus far? &bull; What influence will this process have on who I might become? &bull; Can this strategy help others develop into authentic leaders? </p><p> The study notes the importance of personal growth for professional growth and argues that being true to oneself does not necessarily lead to authentic leader development. Authentic leader development requires individual, systematic, and routine reflection on selected life-stories and an external catalyst to promote the discovery of deeper meaning in both the leader and his/her followers. </p>

<p> Researchers on bullying have given little attention to workplace bullying. This study examined the frequency among teacher-to-teacher bullying in the public school environment. From a sample of 318 teachers in 18 elementary, five high school, and three unit districts, rates of bullying were identified by three negative act sub-factors&mdash;work-related, person-related, and physically intimidating related bullying. Teacher demographics were utilized to determine if certain subsets of the population were more susceptible to bullying than others. </p><p> This study collected and analyzed data using a mixed-methods approach. Six questions were developed to address the purpose of the study and to provide the context within which data were gathered to answer the questions. The Negative Acts Questionnaire-Revised was utilized for the purpose of measuring exposure to bullying in the workplace. Six demographic questions preceded the 22 questions of the Negative Acts Questionnaire-Revised. One self-identifying question asked at the conclusion of the survey whether the participant identified as a bully, onlooker, or victim. The qualitative portion of the study examined laws as well as school district documents to determine how teachers were informed of anti-workplace bullying policies. </p><p> Statistical significance was found between teachers who had less than 10 years of teaching experience and teachers with 10-30 years of teaching experience for the work-related and person-related bullying. Teachers with graduate degrees reported higher frequency of encountering negative acts compared to teachers with bachelor degrees. The difference was found to be statistically significant in all three sub-factors. There were no significant statistical differences found with gender, age, grade level taught, or teaching experience for the physically intimidating sub-factor. One percent of the teachers (n = 3) perceived themselves as bullies; 72.6 percent of the teachers (n = 231) self-identified as onlookers; and 18.9 percent (n = 60), self-identified as a victim of bullying by another teacher. There are currently no federal or state laws; or Illinois School Codes that address workplace bullying. One school district of the 26 had anti-bullying workplace policy language. In this study, the highest frequency of encountering negative acts related to having your opinion ignored, or being ignored or excluded.</p>

<p> The purpose of this study was to develop an understanding of the experience of employee wellbeing and compassion fatigue (CF) in the animal care industry. According to Figley and Roop (2006) in <i>Compassion Fatigue in the Animal-Care Community,</i> compassion fatigue is found at every level among the caregivers in animal-related fields. Utilizing hermeneutic phenomenology, this study explored the experience of employee wellbeing (EW) and compassion fatigue via interviews with 11 participants who are paid, full-time employees from a diverse array of animal shelters. Data analysis followed van Manen&rsquo;s (1990) description of the <i>inventive thoughtful</i> attitude, which takes place through an ongoing process of writing and reflecting throughout and after data collection to capture participant narratives. </p><p> The interpretation of the findings and incorporation of relevant literature led to the development of six key conclusions: 1. <u>Personal History: </u> Participants&rsquo; prior life experiences and personal histories are relevant to, and may have implications for, the experience of compassion fatigue. 2. <u>Social Construct:</u> Participant understanding of compassion fatigue is socially constructed, developed through comparisons to, interactions with and support from others. 3. <u>Dirty Work:</u> The perception of animal caregiving as a form of &ldquo;dirty work&rdquo; has consequences for the experience of employee wellbeing and compassion fatigue. 4. <u>Three-Tier Approach:</u> Participants use two frequently promoted strategies to combat compassion fatigue: self-care and compassion satisfaction, but they also engage in proactive behaviors, implying a three-tier approach to coping with and combatting CF and improving employee wellbeing. 5. <u>Levels of Responsibility:</u> Participants believe the responsibility to develop and employ appropriate solutions to address issues of compassion fatigue and employee wellbeing exists on three different levels: individual, organizational, and societal. 6. <u>Primary Outcomes: </u> Two primary outcomes are evident from the experience of compassion fatigue&mdash;if caregivers are unable to combat the syndrome, they may reach a breaking point and burn out of the field; alternatively they may overcome CF, continue in their work and thrive. </p><p> Implications for research, theory and practice are presented. A better understanding of CF will allow for more effective planning, preparation and intervention at each level of responsibility. The contributions of this study offer constructive ideas for both individuals and organizations to incorporate into their efforts to reduce CF, improve EW, and hopefully avoid burnout and turnover.</p>