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This companion dissertation reports the findings of applied case study research on four community college organizational units that consistently meet or exceed standard performance measures. In addition, prior ample evidence confirms that performance extended significantly beyond what might be explained by available tangible resources alone. The case study contexts are common in higher education in general: a) an external partnership, (b) an ad hoc team, (c) a traditional, cross-divisional service unit, and (d) a grant-funded student service unit. Emerging positive organizational theory and research show promise for revealing performance-influencing phenomena and behaviors that are not adequately represented in standard measures. Therefore, this collaborative case study research was designed to explore positive influences on the success of the four community college units. This companion dissertation contains three manuscripts. Chapter 2, a technical report, contains the collaboratively-written synthesis of findings from the four individual case studies. Key findings across the units suggest the influence on performance of: (a) a people-first culture, (b) authentic, trusting, inclusive leadership, and (c) resource richness beyond constrained tangible resources. This collective analysis reveals that leveraging resources for capacity building can help make the difference between an organization that performs adequately and one that performs beyond expectations. In Chapter Three this researcher examines an individual case study of a community college student support services unit. I found that this unit’s culture influences high performance by putting people first, leveraging intangible resources, and providing leaders and all unit members with autonomy and support. I also discovered that relationships, tacit knowledge, diversity, leadership qualities, and traits of unit members when leveraged in combination improved functioning and performance the most. In Chapter Four, I suggest that the recommendations for high performance made in Chapter Three can be applied to a newly developed virtual coaching network, whose members provide student services in a virtual environment. The actions recommended to help the network meet what appear to be conflicting administrative goals are: (a) identify unit strengths, (b) connect strengths to the unit mission, (c) develop constructive relationships, and (d) identify and leverage resources. KEYWORDS: community colleges, organizational functioning, student services, virtual teams, positive organizational scholarship

Twenty-first century schools are complex organizations that serve individual students’ needs while meeting accountability and assessment demands. Effective leadership balances these diverse responsibilities through collective work of the shareholders in order to assure high levels of learning for all. This qualitative study examined Response to Intervention (RTI) implementation in two high performing high schools in Kentucky. Both schools were classified as distinguished on the 2014-15 Kentucky School Report Card. One school has a long-standing tradition of high performance. The other school’s journey to high performance involved moving from a Needs Improvement School to a School of Distinction. The 4-D Appreciative Inquiry (AI) Theory was used to explore the collective leadership practices of the two high schools. Data collection instruments and protocols followed the four AI phases (discover, dream, design, and deliver). Data were collected through observations, site visits, artifact reviews, individual interviews and and focus groups. The effective schools characteristics, RTI core traits, and collective leadership practices provided the context for the study design. In studying the RTI implementation process, evidence of effective schools characteristics, RTI core traits, and collective leadership practices were observed. Both schools focused intentionally on core instruction as an integral part of the RTI implementation process. The data concluded that the schools continue to make progress in meeting more students’ needs. Both schools have strategic plans to discover, dream, design, and deliver new ways to maximize the collective strengths of the school community. Evidence of each phase of AI emerged in the stories, conversations, and artifacts at both schools.

No description available.

In this companion dissertation findings are reported of applied case study research on four community college organizational units that consistently meet or exceed standard performance measures. Ample prior evidence confirmed that performance extended significantly beyond what might be explained by available tangible resources alone. The case study contexts are common in higher education in general: a) an external partnership, (b) an ad hoc team, (c) a traditional, cross-divisional service unit, and (d) a grant-funded student service unit. Emerging positive organizational theory and research shows promise for revealing performance-influencing phenomena and behaviors that are not adequately represented in standard measures. Therefore, this collaborative case study research was designed to explore positive influences on the success of the four community college units. The companion dissertation consists of three manuscripts. Chapter 2, a technical report, is a collaboratively-written synthesis of findings from the four individual case studies. Key findings across the units suggest the influence on performance of: (a) a people-first culture, (b) authentic, trusting, inclusive leadership, and (c) resource richness beyond constrained tangible resources. In Chapter 3, the author presents in journal article format one of the case studies that contributed to the findings reported in Chapter 2. The academic library chosen for this research serves an urban community college campus near the geographic center of its city. The research asks how the library consistently performs well despite severe budget and staffing constraints and a series of disruptive events. Key findings in Chapter 3 include the following influences on performance: (a) valuing people and building relationships; (b) a culture of service that shares duties, resources, and expertise; and (c) leadership that effectively translates formal goals into an enabling matrix of behaviors and phenomena. In Chapter 4, a scholarly narrative, the author reflects on transformative aspects of the doctoral experience on learning and life. Practical recommendations are offered. Additional research is needed to explore causal relationships, how to influence greater resource amplification, and how to increase awareness of positive organizational dynamics.

No description available.

No description available.

This research project explores whether the delivery of positive psychology interventions in the workplace through an employee assistance program (EAP) can improve employees’ authentic happiness/flourishing as well as decrease symptoms of depression. A small convenience sample of 13 Manitoba public school educators accessing employee assistance were recruited for a quasi-experimental research design. Nine participants were randomly assigned to the experimental group and the remaining participants assigned to the control. Experimental group members participated in a six session psychoeducational, experiential, and process-oriented positive psychotherapy group that met once a week over six weeks. Experimental group participants’ scores on the authentic happiness/flourishing measure increased by a statistically significant 9% and depression scores decreased by a statistically significant 45% from pre-intervention to one month post-intervention. The study’s findings therefore provide promising confirmation that positive psychology interventions delivered through EAPs can make a meaningful difference as both secondary prevention and primary enhancement strategies in the workplace.

This research project explores whether the delivery of positive psychology interventions in the workplace through an employee assistance program (EAP) can improve employees’ authentic happiness/flourishing as well as decrease symptoms of depression. A small convenience sample of 13 Manitoba public school educators accessing employee assistance were recruited for a quasi-experimental research design. Nine participants were randomly assigned to the experimental group and the remaining participants assigned to the control. Experimental group members participated in a six session psychoeducational, experiential, and process-oriented positive psychotherapy group that met once a week over six weeks. Experimental group participants’ scores on the authentic happiness/flourishing measure increased by a statistically significant 9% and depression scores decreased by a statistically significant 45% from pre-intervention to one month post-intervention. The study’s findings therefore provide promising confirmation that positive psychology interventions delivered through EAPs can make a meaningful difference as both secondary prevention and primary enhancement strategies in the workplace.