Social and Behavioral Sciences Commons^™

Development Of Leader Voice And Leader Silence Scales: How And Why Leaders Choose To Remain Silent Or Speak Up During Situations Of Workplace Aggression, Katherine L. Dickins

Theses and Dissertations

This study aimed to investigate the factors that drive leaders to speak up or remain silent when witnessing workplace aggression and to develop scales to measure leader voice and leader silence. While research on employee voice and silence exists, leader voice and silence need more theoretical development. I used an exploratory sequential mixed-method design to address these gaps. Subjects: Study one included 26 graduate management students and 35 leaders across multiple industries in the United States who witnessed workplace aggression in their unit. Study 2 included 345 people who supervised others at work. Instruments: Seven open-ended questions asking respondents to …

Trends And Challenges In Developing Emerging Leaders For Ambiguous Working Environments: A Qualitative Research Study, Alanna Brahms

Theses and Dissertations

This qualitative research study examined trends and challenges faced by leadership development practitioners in developing emerging leaders for ambiguous working environments, particularly considering the impact of the COVID-19 pandemic. Twenty-five participants were interviewed using 16 questions related to competencies, changes in the leadership landscape, and best practices and challenges in developing emerging leaders for present-day working environments. The study found that leaders in hybrid and ambiguous working environments face increased demands, necessitating flexibility, and agility. The results emphasized the importance of a growth mindset and a desire to lead as foundational traits for emerging leaders. Strong communication and interpersonal skills …

Relational Leadership Strategies In U.S. Banking, Irakli Bandzeladze

Theses and Dissertations

This qualitative study aimed to gain an understanding of relational leadership strategies currently employed among banking leaders developing quality workplace relationships. A quality workplace environment is where individual differences are nurtured, information is not suppressed or spun but instead openly shared, and where employees feel the company adds value to them, rather than only expecting it from them (Goffee & Jones; 2013; Katz & Miller, 2014; Tan, 2019).

This study employed Uhl-Bien’s (2006) relational leadership model to explore the research question: What are relational leadership strategies commonly practiced by banking leaders to foster quality workplace environments? The study employed a …