<p>The purpose of this research was to investigate how work orientation (job, career, and calling) affects the professional life of leaders; and how leaders perceive their work regarding these three dimensions. In addition, this study aimed to relate work orientation to performance. Also, phenomenology approach allowed a deep investigation of the experience of leaders with regard to their work.</p><p> For this purpose, two surveys were used; one was on work orientation and the other on performance. After completion of the surveys, six participants were invited to participate in an in-depth interview. The participants were aligned with the calling orientation and had a high performance at work. They described their work as integrated into their lives, involving their families in decisions, helping people, and desiring to make a difference in this world. Also, the findings showed that people who live a calling feel that work and life have intertwined meanings. The motivation, well-being, connection with an organization, engagement with work, and having a purpose were factors that had significance for those who perceive work as a calling. The main results were that the participants faced new challenges, built new meanings and understandings about work during their careers. Each experience helped them to improve the next, while also improving their performance. The relationship between these factors revealed a cycle of meanings. The cycle represents the evolution of the creation of new meanings which defines how people perceive their work and how that influences performance. Furthermore, this study showed that it is possible to change the perception of work through goals, achievement, working context, the adversities faced, stages of life, and the work environment. All of these lead to new meanings and becoming aligned to different dimensions of work orientation. </p><p><br></p><p><br></p>

Research in organizational identity as pioneered by Albert and Whetten (1985) provides that organizational identity is central, enduring and distinctive. As Gioia et al. (2013) put it, “what we know about organizational identity, including its dynamic aspects, is based on the study of organizations located within a single and uniform geographic market (U.S./European) and/or stable institutional environment (developed markets)” (p. 180). This study thus carries research in organizational identity forward by locating it at an integrated food manufacturing company, Feed Me Ventures Limited, in the non-western, developing country, Nigeria. As businesses expand globally, it becomes pertinent for global organizations and managers in organizations outside the West to become aware of possibly divergent forms of organizational identity and formation processes that may exist. Nigeria is a community faced with unstable and corrupt leadership, a volatile economy directly impacted by its own created as well as global instabilities as well as a culture that is very different from those of the communities in which organizational identity has traditionally been studied. To accomplish the goals of this study, an inductive analysis is conducted using ethnographic observation, document analysis and grounded theory interviewing. This method is deemed most appropriate as this is an exploratory study to find what organizational identity may look like in Nigeria. Findings provide that while the conceptualization of organizational identity in the literature hold true, the environment greatly affects organizational identity. The founder of Feed Me Ventures Limited had developed organizational identity in direct opposition to societal values thereby emphasizing the distinctiveness dimension of organizational identity more than would normally be expected. Also, there is an adaptational dimension to organizational identity at Feed Me Ventures Limited which allows it to adapt to different needs in the environment in order to survive and retain its core identity. This is similar to adaptive instability which is already established in the literature except that at Feed Me Ventures Limited, when new identity dimensions are adapted in reaction to the environment, these dimensions only serve to help the organization retain its core identity. Furthermore, the relationship between organizational identity claims and organizational identity understanding among organizational members revealed the existence of an organizational identity gap (OI gap). This refers to a situation where claims about “who we are” from senior management does not align with understanding of “who we are” by organizational members. Also interesting is that social constructionist views about organizational identity being developed through the interactions of organizational members is found to be true at Feed Me Ventures Limited where organizational members, in their social interactions, begin to form notions of “who we are” that are not derived from claims about “who we are” from management. This study concludes that it is important for organizational leaders to acknowledge environment variables, engage in organizational diagnosis to find OI gaps and consider further this concept of adaptation and how this might serve organizations in environments similar to Nigeria.