Leadership Commons^™

The Perceived Cultural Intelligence Of Leadership And Its Impact On Employee Organizational Commitment And Workplace Well-Being, Melinda Bowens

Dissertations

In today’s continuously evolving workplace, the role of leadership has expanded beyond traditional management competencies to encompass the ability to recognize, navigate, and leverage cultural differences. This quantitative study examines the relationship among perceived leader cultural intelligence, employee workplace well-being, and organizational commitment. Recognizing that workplace well-being and organizational commitment are critical to the overall health and success of organizations, it is essential to gain a greater understanding of the factors that influence these constructs. Accordingly, this study collected from 410 participants to investigate the relationship between perceived cultural intelligence of leadership, employee organizational commitment, and workplace well-being. Employing a …

Generations At Work: Examining Differences In The Nonprofit Sector, Cory J. Bergeron

Dissertations

This non-experimental quantitative dissertation examined generational differences among non-management employees in the United States nonprofit sector, where multiple generational cohorts work side by side. The problem addressed is that nonprofit leaders’ limited understanding of how distinct generational experiences shape employees’ work-related attitudes and preferences can contribute to conflict, reduced engagement, and costly turnover in already resource-constrained organizations. Grounded in Mannheim’s generational theory and Becker’s human capital theory, the study conceptualized generational cohorts as groups whose shared formative experiences influence what they value in their work context and how those values translate into human capital that affects organizational outcomes.

Using a …

Exploring Contributions Of Partnerships Between Employers And Disability Organizations On Recruitment, Hiring, Training, Retention, And Accommodation Of Individuals With Disabilities In Mississippi, Peter Oluwadare Kalejaiye

Dissertations

The Americans with Disabilities Act (ADA) of 1990 provides equal employment opportunities for individuals with disabilities (IWDs) by prohibiting discrimination in employment. However, one out of four IWDs face discrimination in employment in the United States (U.S. Bureau of Labor Statistics, 2023). Additionally, despite establishing the Office of Disability Employment Policy and enacting the Workforce Innovation and Opportunity Act to help integrate IWDs into the workforce, IWDs face barriers to equal and equitable employment (NASEM, 2017). Previous studies recommend partnerships between employers and disability organizations (DOs) to provide employment opportunities and benefits for IWDs through recruitment, hiring, training, retention, and …

The Digital Incorporated Worker Narrative: A Mixed Methods Study Of Digital Capital, Work Selection, And Outcomes In The Fourth Industrial Revolution, Tracie King

Dissertations

Digital technology permeates society and industry, making digital-ready workers necessary for firms of all sizes as a firm seeks competitiveness in the market (Bergson-Shilcock et al., 2023; de Ruyter et al., 2018; Gorski et al., 2022; Karaboğa, 2023; Kim et al., 2017; Qureshi Zia, 2019). Firms seeking digital-ready workers face a complex digital divide that creates a worker shortage (Bergson-Shilcock et al., 2023; Karaboğa, 2023; Qureshi Zia, 2019). This study aims to describe workers' work selection, work experience, and outcomes in a complex digital society.

Most digital divide research focuses on the individuals excluded from owning, accessing, and having skills …

Federal Telework Intensity, Perceived Organizational Support, And Perceived Supervisor Support As Predictors Of Affective Commitment In A Post-Pandemic Environment, Jamaris Moore

Dissertations

The COVID-19 pandemic forced many governments to transition to non-traditional work such as telework (Lunde et al., 2022). However, in a post-pandemic environment, federal agencies required their employees to return to the offices (Office of Management and Budget, 2021), which led employees to agency hop, looking for more accommodating work arrangements (The Committee on Oversight and Accountability, 2022). Therefore, the researcher sought to determine if telework intensity (TI), perceived organizational support (POS), and perceived supervisor support (PSS) predicted employee organizational commitment (OC). The researcher used a quantitative correlational cross-sectional survey to assess 202 federal employees from two Department of Defense …

Examining The Career Path Of Certified Public Accountants In Audit And Tax Services: Perceptions Of Accounting Graduates' Competencies, Steven Mulhollen

Dissertations

Accounting professionals claim there is a deficiency of individuals with the appropriate competencies to enter the accounting workforce (Pasewark, 2021; Richardson, 2020; Sandifer, 2018; Thomson, 2017). Also, recent trends indicate a need to increase the number of qualified accounting professionals who can pass the Certified Public Accounting Exam (CPA Exam) and enter the public accounting workforce (American Institute of Certified Public Accountants [AICPA], 2021a; Dawkins, 2023). This quantitative, causal-comparative study expands existing studies by analyzing the impact of CPA's chosen career path of audit or tax on their perception of the required and attained accounting competencies. This study contributes to …

Onboarding To Retention: First Year Experiences Of Faculty And Staff Of Color At A Predominantly White Institution, Paige Jones

Dissertations

Proactive onboarding is essential to a long-term retention strategy. Past research has highlighted the challenge of retaining diverse faculty and staff and how an unwelcoming climate affects the decisions of leaving or staying for faculty and staff of color differently than their White coworkers. Using Bauer’s Four Cs framework, this study explores the role of first-year onboarding experiences in the retention of faculty and staff of color at predominantly white institutions (PWIs) in higher education. Purposive sampling was used to select participants, and semi-structured one-on-one interviews were conducted with nine faculty and staff of color at a PWI in Southern …

The Relationship Between Inclusive Leadership, Psychological Safety, And Job Embeddedness On Employees' Turnover Intent In A Post Crisis Environment, Jan Sims

Dissertations

Large-scale adverse events such as natural disasters and pandemics interrupt business services, initiating defining moments for organizations. The trend of people exiting the workforce compels organizations to examine turnover risk and search for factors that mitigate the impact of resignations. In response to the increase in voluntary turnover and retirements during the COVID-19 pandemic, this study examines four elements that have impacted the workplace since 2020–turnover intent, job embeddedness, psychological safety, and inclusive leadership.

This quantitative study examined the relationship between inclusive leadership, psychological safety, and job embeddedness on employees’ turnover intent. Professional and supervisory level employees of public sector …

Coworkers And Leaders: The Relationship Between Trustworthiness, Trust, And Employee Engagement, Lianne Young

Dissertations

A highly engaged workforce provides numerous organizational and individual benefits (Shuck et al., 2016), the culmination of which leads to a competitive advantage difficult to emulate (Burke et al., 2013). It remains challenging to understand how engagement develops, with little research available explaining the process (Shuck, 2020). High employee engagement levels provide a competitive advantage, but stagnant engagement levels remain a significant obstacle (Shuck, 2020).

Shuck (2020) recommends further research focusing on methods to increase engagement. Trustworthiness and trust are antecedents and drivers of engagement (Chughtai & Buckley, 2008; Federman, 2010; SHRM, 2017). A lack of trust has negative impacts …

A Holistic Approach To Leadership Development And Self-Efficacy For Frontline Managers, Alberta Green

Dissertations

According to Clifton and Harter (2019), managers determine an organization’s success. Specifically, managers determine 70% of worker engagement. Researchers (Bandura, 1997; Dwyer, 2019) have associated self-efficacy with leadership strengths. As such, frontline managers (FLMs) need holistic leadership development (HLD) training in the four leadership domains—analytic, conceptual, emotional, and spiritual—to improve their competencies and bolster their self-efficacy (Clifton & Harter, 2019; Ward, 2018). Integrative leadership development models that prioritize organizational resources through holistic leadership development offer a modern approach to addressing FLMs’ leadership skill development and self-efficacy (Guidi et al., 2018). According to Bandura (1997), self-efficacy is how individuals evaluate their …