Social and Behavioral Sciences Commons^™

A Phenomenological Study On The Perceived Impact Of Bass's Four I'S Of Transformational Leadership, Yarissa Marn

Dissertations

Purpose: The purpose of this phenomenological study was to identify and describe World of Warcraft game leaders’ perceptions of the impact on their guilds regarding Bass’s 4 I’s of transformational leadership.

Methodology: This qualitative study interviewed 13 World of Warcraft game leaders who have led their guild members for at least one year. The main source of data collection was semi-structured open-ended interview questions with other resources to include artifacts. The researcher coded and analyzed data for themes and patterns.

Findings: Several domains of Bass’s Four I’s Transformational Leadership framework were found to have an impact on World of Warcraft …

"There Is Power In Being Out": A Three Article Approach Celebrating The Experiences Of Queer University Leaders, Andrew R. E. Lorenzana

Dissertations

Institutions of higher education were historically built to serve a wealthy, White, straight male student population and the leaders of these institutions still largely reflect these demographics. This project specifically aims to celebrate and amplify the life and career of university administrators who identify within the LGBTQ community. Mainly through the use of a portraiture methodology, this three-article study attempts to examine the ways in which LGBTQ identity and career influence one another.

Worldmaking and narrative will be used as a theoretical frame to help analyze the ways in which the telling of a queer individual’s story makes the world …

Is It More State Than Trait? Within-Person Variability And Inter-Rater Agreement Of Feedback Orientation, Timothy J. Bartkoski

Dissertations

Feedback is a critical component of almost all performance management systems (Aguinis, 2009), and is often positively associated with individual and organizational effectiveness (e.g., Kluger & DeNisi, 1996; Kim et al., 2016). Given this, researchers and practitioners have long sought to understand how and when feedback is likely to be most effective. Some promising new work has explored feedback orientation (FO), which describes a person’s overall receptivity to performance feedback (Linderbaum & Levy, 2010; London & Smither, 2002). Initial research has shown that FO is positively associated with feedback seeking (Dahling et al., 2012; Whitaker et al., 2012) and feedback …

The Organizational Socialization Of K–12 Classified Employees, Steven Dunlap

Dissertations

Purpose: The purpose of this mixed methods study was to identify to what extent newly employed classified staff in K–12 school districts in Southern California experienced organizational tactics (content, context, and social) to support their socialization process during the 1st year of employment (G. R. Jones, 1986). In addition, it was the purpose of this study to identify and describe the degree to which newly employed classified staff saw these tactics as effective in supporting their socialization to their new role (role clarity, social acceptance, and task mastery).

Methodology: This study used a sequential explanatory mixed methods design to engage …

Nonprofit Leader Experiences In Sector-Bending After Lean Six Sigma Training: Tension, Concepts, And Changed Behaviors, Beverly Codallos

Dissertations

Government, business, and nonprofit represent three distinct types of organizations governed by different legal frameworks designed to facilitate collective action (DiMaggio & Anheier, 1990). The emergence of hybrid forms and increasing isomorphic pressures in the nonprofit sector (Bromley & Meyer, 2017; McCambridge, 2014) have challenged the traditional separation of organizational forms. This study explored the phenomenon popularized as sector-bending, “a wide variety of approaches, activities, and relationships that are blurring the distinctions between nonprofit and for-profit organizations, either because they are behaving more similarly, operating in the same realms, or both” (Dees & Anderson, 2003, pg. 16). This qualitative study …

Developing An Instrument To Measure Group Dynamics Awareness: A Mixed Methods Study, John Weng

Dissertations

In a world that is increasingly volatile, uncertain, complex, and ambiguous, adaptive leaders are needed more than ever. Based on group relations programs developed by the Tavistock Institute, a pedagogy known as case-in-point has recently been brought to prominence and incorporated into leadership development programs. These methods claim to develop systems thinking and individuals’ leadership capacity with little prior empirical research.

This mixed methods exploratory study explored individual awareness of group dynamics, a key outcome in case-in-point programs, and adaptive leadership theory. The goal was to create an instrument to measure awareness of group dynamics: the Group Dynamics Awareness Questionnaire …