Abstract The construct of love is under investigation in this empirical qualitative case study.
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Love is a powerful force and thus can change landscapes. The landscapes under investigation in the study are in the domain of leadership. This is a study of a case exemplar, who demonstrates the practice and presence of love in lived experience. In this case study, love is presented from multiple perspectives so as to direct contemporary leaders to the consideration of a love-centered approach to leadership. The literature has revealed that leadership theory and praxis can be positively impacted by a strong love-empowered leadership approach. The empirical research in the study presents findings that are noteworthy in the modern application of contemporary leadership theory, as well as inspire paradigm shifts in how leadership in viewed from a leadership and organizational effectiveness perspective.
Therefore, this study explored these elements further and presents finding that can contribute to an operational definition of love in leadership based on the sacred text of 1 Corinthians A greater understanding of love as a viable construct in leadership was investigated through the presence and practice of love expressed in lived experience.
This study sought to extend the scholarship and empirical research on the construct of love in organizational leadership.
Abstract Leadership and followership are interdependent phenomena; nevertheless, most of the past literature has focused on the critical role of the leader. Because of the changing landscape of the world and its economy as a result of globalization and evolving technology, scholars and practitioners have started to focus on the valuable role that followers play in achieving organizational objectives.
Scholars such as Kelley and Chaleff were pioneers in the study of followership, emphasizing the mutual and complementary role of leaders and followers. Empowerment is an area in which these reciprocal roles manifest. To address this gap in the literature, a qualitative phenomenological study was conducted to answer the question: How do followers empower leaders?
The participants were assigned to six focus groups consisting of a leader and a follower from different organizations and diverse backgrounds in the Commonwealth of Virginia using the models proposed by Kelley , and Chaleff, which highlighted components such as critical thinking, active engagement, the courage to challenge, participate in transformation, and take moral action. The perspectives of both the leader and the follower were considered. In-depth questions were formulated from literature to discover how followers possessing the characteristics of effective and courageous followership proposed by Kelley and Chaleff empowered leaders.
Bracketing and triangulation were used to analyze data and to ensure validation and credibility. The findings revealed that leaders were empowered when effective and courageous followers demonstrated skills and qualities such as decision making and leadership, mindfulness, competence, commitment, conflict management, respect, communication, creativity, integrity, mindfulness, and being proactive and relational.
When these attributes are utilized daily, it allows the leader to be more productive and focus on other priorities. Hatch Abstract Leadership as influence is at the root of most understandings of the phenomenon Northouse, ; Yukl, Hunter, ; Richter, There is, however, one common denominator of leadership change—influence that can focus all theories of change and strategies of hope. This one denominator is evident in the leadership of the life of the founder and followers of perhaps the most successful global movement the world has ever seen.
Then-United Nations Secretary General Ban said the real global crisis was not a crisis of intractable problems but a crisis of global leadership. To bridge that gap, this study examined the leadership of Jesus of Nazareth in first-century Palestine with a view to developing a theory of leadership for human flourishing in global community.
A comprehensive research methodology was crafted from the fields of phenomenology, process theory, and biblical hermeneutics and applied to the narrative texts of the four Christian Gospels. A three-dimensional leadership theory emerged from this study of the life work of Jesus.
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Over 1, initially coded themes and patterns were synthesized through examination of recorded events as the central unit of qualitative analysis. Eleven core themes emerged leading to three macrocategories that, upon further study, became the three major leadership dimensions of the proposed theory.maisonducalvet.com/sitios-para-solteros-de-nevada.php
Dissertations - Change & Innovation - LibGuides at Northcentral University
This study concluded by presenting and explicating the middle range theory called three-dimensional leadership theory. Support for the proposed theory was found in contemporary organizational leadership and philosophical and scholarly research leading to 11 supporting propositions. This research also bridges a gap in biblical study by offering a blended methodology that allows other tools to combine with traditional hermeneutics of the narrative text to elicit process. Three-dimensional leadership theory is generalizable to contexts in the global community where leadership is required to raise people to new levels of flourishing, wholeness, and fruitfulness for their own good and the good of others.
Abstract Although literature has highlighted the importance of entrepreneurial orientation EO in stimulating the general economic development and performance and survival of individual organizations, research on the degree to which EO is related to organizational performance OP suffers from the following problems: a it has provided inconsistent results, b researchers have generally ignored calls for research that investigates how characteristics internal to the organization moderate this relationship, and c there is a general lack of research on how EO affects OP in developing countries.
The current study examined the relationship between EO and OP as moderated by organizational learning OL with the intention of providing quantified answers to the following two research questions: Does EO positively influence OP? I drew on the resource-based view theory to examine this relationship.
I collected survey data from selected Tanzanian organizations from a variety of industries as represented by their senior managers using previously validated instruments. I found no evidence to support the generally held belief that EO is universally beneficial to OP; rather, I found evidence to suggest that the relationship between EO and OP is much more complicated than it is generally assumed, and that under certain circumstances, the five EO dimensions may vary independently, implying that entrepreneurial activity or processes could sometimes lead to desirable results on one performance dimension and undesirable results on a different performance dimension.
I found evidence to suggest that different OL dimensions may have different moderating effects on the relationship between the different EO and OP dimensions. I discuss the theoretical and practical implications of this study and recommend areas for future research. Abstract This research sought to determine whether ecclesiological values influenced leadership construction and leader—follower alignment within an ecclesial setting.
The study was a heuristic inquiry, which calls for in-depth interviews with individuals connected to a community as well as the insights that can be useful from the experience of the primary researcher. Of the eight individuals selected by the two senior members of the church, seven elected to participate. The in-depth interviews sought to determine whether there are ecclesiological values that are held in common by the members. Four values were found to be most commonly held amongst the members, including a respect for tradition, a sense of urgency, humility, and unity.
From the data compiled in the interviews, the researcher discovered that these values play an influential role in how the members at Holy Apostles understand leadership construction as well as how well they align with their various leaders. Future research ought to include the study of a similar ecclesial organization, such as the Church of the Holy Sepulchre in Jerusalem, interreligious organizations such as UNICEF, communities that experience the coexistence of citizens who follow different faiths, as well as nonreligious organizations.
Abstract The philosophy of servant leadership differentiates servant leaders as those who put the well-being of those served in the larger society as their highest priority. Servant leadership behaviors are manifestations of inner-directed choices that compel one to want to serve first as opposed to leaders who may desire to exercise power and accumulate wealth through their leadership positions.
This study employed a quantitative design to examine follower perceptions of the relationship between servant leadership and leader immunity to corruption expressed as corruption propensity. A structured questionnaire was distributed to followers of leaders working in organizations within the city of Nairobi, Kenya. However, the study found that LMX does not strongly influence the strength of the relationship between perceived servant leadership and leader immunity to corruption as a positive relationship was found only in two of the seven dimensions of servant leadership studied.
The study proposes to advance the theory of leadership in general and servant leadership in particular in relation to enhancing the understanding of the role of leadership in curbing corruption in organizations in diverse contexts. Theoretical and practical implications and suggestions for future research are discussed. The increasingly VUCA environment present in the 21st century has served as a catalyst for the emergence of the concept of innovation as a vital element of organizational success.
However, despite the interest in innovative behavior, C. Six hypotheses were generated to test these relationships.
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Authentic leadership has been previously linked to a series of positive organizational outcomes. The study of authentic leadership is relevant for the Romanian context, as the country has been struggling to minimize corruption at various institutional and organizational levels. The results indicate that authentic leadership dimensions positively influence organizational commitment, and trust in supervisor partially mediates the positive influence of authentic leadership dimensions on organizational commitment. More specifically, self-awareness and internalized moral perspective were found to significantly influence employee organizational commitment.
No significant relationship was found between authentic leadership dimensions and follower job performance. A discussion of the theoretical and practical implications of these findings along with limitations and recommendations for future research conclude the present endeavor. The research makes an important contribution to authentic leadership theory by exploring the influence of authentic leadership on organizational outcomes in Romania. Both Blanchard et al.
The current study investigated the relationship between two critical dimensions that make up followership style—independent critical thinking and active engagement—with employee in-role and extrarole behavior and person—organization fit. This study revealed that positive relationships between the follower dimensions of independent critical thinking and active engagement existed between performance in-role behavior and extrarole behavior and person—organization fit.
This study also rejected leader—member exchange as a moderator between follower dimensions and organizational behavior and person—organization fit. Theoretical and practical implications of these results are presented, and suggestions for future research are discussed.
Serrano Abstract This study examined the role of leadership fatigue in ethical and moral decision making through a sociorhetorical analysis of 2 Samuel The study of ethical and moral leadership was drawn from the literature on ethical leadership as it relates to values-based leadership theories, such as servant leadership, authentic leadership, transformational leadership, and spiritual leadership.
The research followed the exegetical methodologies outlined in the relevant textural layers of sociorhetorical analysis. The data were interpreted for principles connecting to ethical and moral leadership and leadership fatigue. The study results yielded four themes that we expanded to five principles for ethical and moral leadership and leadership fatigue as found in 2 Samuel The results of the study demonstrate a connection between the presence of leadership fatigue and unethical and immoral decision making and behavior.
The five themes summarize the findings of the sociorhetorical analysis and serve as a practical guideline for future leadership practice and research. Abstract Both transformational leadership and servant leadership are dominant theories in leadership studies. I conducted a study to advance both theories in a higher educational setting in the country of China.