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Examining The Nonprofit Leader From The Servant Leadership Theory : Impacts On Board Cohesion, Andrew Wonders
Examining The Nonprofit Leader From The Servant Leadership Theory : Impacts On Board Cohesion, Andrew Wonders
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n the context of nonprofit organizations, servant leadership (SL) has been studied on a limited basis. The present study attempted to forge a new path by examining the impact of SL and cohesion in the realm of nonprofit organizations. A total of 91 board members from 32 organizations participated in the study. Five statistical models of mixed effects linear regression were used in the analysis. The first model utilized the eight subscales of SL as independent variables and overall cohesion is the dependent variable while the other four models used overall SL as the independent variable. Each model also had …
The Effects Of Nomophobia On Employee Engagement, Amber Joy Shirlyn Daniel
The Effects Of Nomophobia On Employee Engagement, Amber Joy Shirlyn Daniel
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The study outlines the path that the researcher took to investigate the phenomenon of nomophobia as it relates to employee engagement. In the first two chapters, the researcher outlines a synopsis of the problem, presents gleanings from a review of pertinent literature on employee engagement and nomophobia, and articulates a basic conceptual framework for the study. The researcher also shares how the data was collected and analyzed in the third chapter of this document. In the fourth chapter, the method is articulated and finally, results and recommendations are shared in the last chapter.
Leader Labeling Of Employees Within Organizations: Descriptions, Daily Patterns, And Contextual Factors, Erin B. Lunday
Leader Labeling Of Employees Within Organizations: Descriptions, Daily Patterns, And Contextual Factors, Erin B. Lunday
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This study explored how formally assigned, organizational leaders perceive their employees using an explanatory sequential mixed-method approach. Applying the tropes associated with labeling theory (i.e., the perceptual frame within the labeling process) and positive organizational elements (i.e., positive deviance and positive leadership), the research determined what potential labels leaders assign to employees they supervise, examined the degree to which self-assessed positive leaders assign more positive descriptors, and identified contextual factors that influence the leaders’ labeling process. As part of an eligibility process for the study, leaders completed a positive leader self-assessment (n = 62), of which a sample (n = …