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Full-Text Articles in Management Sciences and Quantitative Methods
Servant Leadership And Non Servant Leadership Organization Triple Bottom Line Reporting Outcomes, Lydia M. Daniels
Servant Leadership And Non Servant Leadership Organization Triple Bottom Line Reporting Outcomes, Lydia M. Daniels
Walden Dissertations and Doctoral Studies
The competitive environment of the 21st century, failure of U.S. companies, and the financial crisis of 2008 have moved leadership expectations to the forefront of research. However, there is a lack of empirical research about organizational reporting outcomes of self-identified servant leadership (SL) organizations compared to self-identified nonservant (non-SL) organizations. Guided by Greenleaf's SL theory, the purpose of this study was to compare information on organizational data for triple bottom line (TBL) reporting outcomes in SL organizations and non-SL organizations. Using causal comparative research design and global reporting initiative data with a sample of 12 organization reports, reporting outcomes were …
Nurses' Experiences Transitioning From Staff Nurse To Management In A Community Hospital, Jennifer Sylvia Buffenbarger
Nurses' Experiences Transitioning From Staff Nurse To Management In A Community Hospital, Jennifer Sylvia Buffenbarger
Walden Dissertations and Doctoral Studies
This project study addressed the problem of frequent turnover of nurse managers at a Northeastern community hospital. The lack of retention of nurse managers has led to attenuated support for the nursing staff who continued to hold the front line in patient care. The purpose of this qualitative bounded case study was to explore nurse managers' experiences with turnover in order to identify strategies for enhancing retention. Work empowerment and servant leadership theories served as the frameworks for the study. Research questions focused on nurse managers' perceptions of empowerment and servant leadership characteristics that were important in decisions to assume …
Servant Leadership, Organizational Commitment, And Perceived Organizational Support In The Restaurant Industry, Chee Kiong Piong
Servant Leadership, Organizational Commitment, And Perceived Organizational Support In The Restaurant Industry, Chee Kiong Piong
Walden Dissertations and Doctoral Studies
The high employee turnover rate in the U.S. restaurant industry constitutes a major expense for restaurants. The research problem for this study was to determine if restaurant employees' perceptions of their supervisor's servant leadership practices were associated with the employees' organizational commitment and perceived organizational support, which have been shown to reduce turnover. Greenleaf's servant leadership theory provided the theoretical framework. The research question for this study was whether restaurant employees' perceptions of their supervisor's servant leadership practices were associated with the employees' organizational commitment and perceived organizational support, thereby potentially reducing employees' turnover rate. A purposive sample of 88 …