Browsing by Subject "Organizational Leadership"
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Item Measuring the Leadership Deficit Across Maryland Organizations - A Quantitative Study of Working Professionals Perceptions(2024-05-10) Adam T. Cubbage, Sr.; Jose, Anita; Manikoth, Nisha; Bands, Kathleen; Brown, Philip; Hood College Education; Hood College Organizational LeadershipThe topic of leadership effectiveness is important in the field of management. However, a growing number of people report their organization’s leaders lack the abilities needed to lead effectively. This disparity between the current ability of leaders and the desired level of proficiency expected from followers is called the leadership deficit. The goal was to evaluate the perceptions of leadership effectiveness among professionals in Maryland organizations to determine the extent of the leadership deficit. Also, it was to determine if this deficit varied among different levels of leadership, called the leadership strata. A quantitative survey collected data from 207 participants across the public, private, education, and nonprofit sectors examining six leadership factors – Lead Others, Develop Teams, Achieve Results, Display Character, Demonstrate Presence, and Use Intellect. A paired sample t-test indicated a leadership deficit in each factor, while a one-way ANOVA indicated no significant variation observed in the leadership strata. The study’s results reaffirm the importance of several leadership competencies and attributes and provide empirical evidence supporting the existence of a leadership deficit. Additionally, this study emphasizes the importance of ensuring learning and development activities align with both organizational goals and followers’ needs. The study concludes with an organizational leadership model characterized by collaboration, flexibility, and adaptability. This style is well-suited for effectively leading change, promoting innovation, and guiding teams in intricate contexts characterized by continuous advancement.Item The Perceptions of Elementary Principals on Promoting Positive Staff Morale(2022-04-22) Maddrey-Lashley, Lakeisha; Cuddapah, Jennifer; Bands, Kathleen; Hardcastle Stanford, Beverly; Smith, Myra; Hood College Department of Organizational Leadership; Doctorate of Organizational LeadershipElementary principals influence organizational behavior and school climate through their actions and behaviors. The leader’s style can have a lasting impact on staff morale. Employee morale refers to an employee's sense of psychological safety, purpose, and confidence in the future. Research has shown that school leaders influence staff morale and positive school climate through their interactions with the people in the organization and their decision-making processes. This qualitative phenomenological study extrapolated the lived experiences of elementary principals who had maintained or accomplished a positive school climate over time. This study was designed to answer the following questions: (1) What are the elementary principals’ perceptions of the actions a leader takes to promote positive staff morale? and (2) What critical life experiences do elementary principals believe impacted their leadership actions that improved staff morale? A phenomenological approach using interviews, surveys, and focus groups was used to understand the essence of the lived experiences and perceptions of elementary school principals in relation to how they have maintained or promoted a positive staff morale and school climate over time. Due to the COVID-19 pandemic, data were collected virtually. The criterion sample consisted of 33 elementary school principals who had been identified as having a positive school climate by a district survey. In all data collection sources, principals consistently referenced actions they took to promote a positive staff morale that centered around common ideals and concepts. The following six themes emerged from triangulation of the data: (a) Serve them, relate to them, (b) Collaborate and engage, (c) Be authentic; (d) Be visible and accessible; (e) Learn the school culture; and (f) Embrace your lived experiences. The lived experiences of the elementary school principals in this study served as a resource to help other school leaders take similar actions to promote a positive staff morale.