To help you come up with some of your own, below is a list of a few topics that you might find useful:. Buying dissertation is safe with us.
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To help you come up with some of your own, below is a list of a few topics that you might find useful: Focus on various emerging industries. This is a good subject for your dissertation especially since there are a lot of new industries that are slowly gaining leadership such as social networking and alternative energy. The topic would be interesting for both young and old readers.
Creating a leadership plan. Comparing as well as contrasting certain skills and traits. I hope that these work for you or spark some ideas about what you want to write about. Think back to what made you want to go into the profession to begin with and that just might be the key to finding the topic that you are looking for. Have your dissertation ready but want an expert to review it?
When it comes to writing a thesis paper, most students find themselves under pressure to accomplish it. If you are on the same boat, here is a list of good computer science dissertation topics you can make use of at no charge. Free dissertation writing guides and manuals. How can a leader manage diverse work groups in the army?
How has the Caruth Police Institute enhanced the skills of those in leadership roles in the Dallas police department? What Blended-Learning Methods have increases the critical thinking skills of Army leaders? Some levels of job stress result in productivity, ingenuity, and satisfaction.
However, as job stress increases, job satisfaction tends to decline and compromise work results. Internal individual differences and external contextual factors may buffer the effects of negative aspects of stress.
This study investigated the buffering effects of emotional intelligence EI and leader-member exchange LMX on the relationship between job stress and job satisfaction. A structured survey questionnaire was used to gather data from attorneys licensed in the State of Florida.
The study investigated whether the results of moderated multiple regression analysis of the collected data would show that the interaction of EI and job stress would have buffered the relationship between job stress and job satisfaction.
Similarly, the study investigated whether the results of moderated multiple regression analysis of the collected data would also show that the interaction LMX and job stress would have buffered the relationship between job stress and job satisfaction. However, the results of the study did not support a finding of moderating effects on the independent variable and dependent variable relationship.
Analysis of the data revealed that EI and LMX had a mediating effect on the independent variable and dependent variable relationship of the participants. Implications of the study on job stress theories of practice, research methodologies, conceptual limitations, and suggested directions for future research are also discussed. What effects do reciprocity expectations have on the relationship between servant leadership and organizational citizenship?
The present study proposed and tested a moderated mediation model of the effects of servant leadership on two types of organizational citizenship behaviors altruism and courtesy. First, the study hypothesized that perceived leader effectiveness mediates the relationship between servant leadership and these two types of organizational citizenship H 1.
The study further hypothesized that employee exchange ideology moderates the indirect effects of perceived leader effectiveness in each of these models H 2. Three theoretical trajectories explain the proposed relationships between study variables: Adult Rwandans working in nongovernment settings comprise the sample for this study.
Data analysis showed adequate support for the full mediation effects of perceived leader effectiveness on the relationship between servant leadership and both forms of organizational citizenship. However, concerning the moderating effects of exchange ideology in the mediation models, analysis demonstrated that exchange ideology only moderated the mediation model with respect to courtesy and not altruism.
The presentation concludes with a discussion of theoretical and practical implications along with suggestions for future research. This study makes an important contribution to leadership theory by better understanding the nature of leader-follower relationships in Africa and the importance of reciprocity in these relationships.
There is a dearth of quantitative research that considers the integration of Christian faith and entrepreneurship. Accordingly, the purpose of this study was to explore the differences of faith manifestations and entrepreneurial orientations of Catholics and Protestants at work. Based on the foundational relationships of sacred scripture, sacred tradition, and natural law, Catholics embrace a social magisterium that makes them unique not only among other religions but also within the Christian faith.
If Catholics are different from Protestants, there should be observable differences in faith manifestations and entrepreneurial behaviors for Catholics and Protestants at work. Utilizing The Integration Box and the Individual Entrepreneurial Orientation instruments, no statistically significant differences for Catholics and Protestants were found.
The theoretical implications of this research reveal that the hypothesized Catholic versus Protestant relationship at work may be a false dilemma. From a Catholic perspective, the practical implications of this research reiterate the need for radical Catholic reeducation of the tenets present in Catholic social teaching. Directions for future research are presented. There has been a growing need to stop bullying from leaders in organizations and to support targets of this often ignored phenomenon.
The death of Kevin Morrissey, the managing editor of the University of Virginia's Virginia Quarterly Review , served as the catalyst in this research. The purpose of this cross-sectional quantitative study was to examine the effects of organizational ethical culture i. Using a sample of administrators, faculty, and staff from 11 colleges and universities in the southeastern region of the United States, organizational ethical culture was found to make the largest statistically significant contribution and was the best predictor of abusive supervision.
Followers' perceived organizational support also made a contribution; however, it was not significant. When examining the individual dimensions measured in organizational ethical culture, interactional justice was highly related to abusive supervision. In relation to vicarious abusive supervision, organizational ethical culture made the largest statistically significant contribution and was the best predictor, although followers' perceived organizational support made a statistically significant contribution.
On the other hand, an employee's rank had an influence on abusive supervision. To the researcher's knowledge, there were no studies on abusive supervision and vicarious abusive supervision in the postsecondary education field in the United States. The intent was to demonstrate if supervisory bullying occurred in a higher education setting and to bring awareness of incivility in academe. Implications of these findings are discussed as well as strengths and limitations of the study.
Future directions for research of abusive supervision in higher education are suggested. Supervisory bullying, abusive supervision, vicarious abusive supervision, perceived organizational support, organizational ethical culture.
Few studies have presented a conceptually complete model describing capacity to be a leader. This study developed and tested a measure that operationalizes individual capacity to lead. The measure is based on integrating the conceptual models of Popper and Mayseless , Dries and Pepermans , and Chan and Drasgow The resulting measure may significantly improve an organization's ability to select individuals for training and development who have the highest capacity to succeed as leaders.
Ultimately, this may prove useful for human resources selection, development initiatives, succession planning, and recruiting. This measurement tool was developed using a four-step process: The measure has three components: Future research ideas, limitations of the study, and practical applications for this instrument are provided. This study examined the endorsement of authentic leadership and its relationships with follower outcomes of perceived leader effectiveness and organizational commitment among employees in Nigeria.
The study contributes to the incremental understanding of cross-cultural leadership behaviors by comparing the relationship of authentic leadership with desired outcomes in Nigeria to similar relationships observed in previous studies in U. In addition, this research examined the extent to which contingent leadership behaviors interact with authentic leadership to strengthen its relationship with employee outcomes. This study used cross-sectional survey data collected from a sample of Nigerian employees across multiple industrial sectors.
This quantitative study advances the theoretical discussion of affirming diversity climate in organizations. The study had a sample of participants from various organizations throughout the metropolitan area of Atlanta, Georgia. The results support a statistical significance for the following two claims: Diversity offers a rich platform to further examine the benefits and challenges of the effect diversity, now and in the future, and how it impacts employees and organizations.
However, the paucity of research on authentic leadership as a dependent variable reveals a gap that must be addressed. Using survey results from a sample of full-time employees at private Christian higher education institutions in the United States, a predictive relationship was investigated through multiple regression analysis and a subsequent hierarchical regression analysis.
The results indicated that the variables of responsibility, openness, and answerability predict the perception of authentic leadership. One-way analyses of variance, t tests, and post hoc tests were also performed to identify differences in demographic data. Significant differences were found in tenure with the leader. As was expected, high correlation was found among all four scales. The theoretical and practical implications of these findings are discussed as well as strengths and weaknesses of the study.
Future directions for research of authentic leadership and proactive accountability are suggested. One does not need to look far to notice that a leadership crisis is occurring in nearly every industry and field.
Leadership is central to the success of a quality-led organization, requiring support and commitment from top management. Despite attempts or perceptions that reduce the significance for a theory of ecclesial leadership, the modern leadership crises under discussion continue to reveal a more desperate need for an appropriate model of ecclesial leadership like never before. This study employs a joint methodology of social-scientific criticism and sociohistorical analysis of the epistles of 1 and 2 Timothy.
The results contribute to the reduction of the paucity in literature concerning the role of social identity theory within the field of ecclesial leadership. Beyond social identity theory, the Apostle Paul employed a social identity model of leadership, through leadership succession, to promote Timothy as the prototypical leader over the ecclesia at Ephesus.
From the results, the model of prototypical ecclesial leadership constructs surface comprising of a mimetic apprenticeship, b shared suffering, c confronting error, d spiritual formation, e wealth management, f public spirituality, and g kingdom focus. The model construct of prototypical ecclesial leadership attempts to inform the divinity academe of the solid gains made by the leadership academe in regard to the contributing construct of the Pauline prototype.
What leaders currently know about the topic of group cohesion and performance is a reflection of the literature as studied from a group-level basis. The literature has clearly asserted that group cohesion positively impacts group performance when the group is collectively studied. Greer noted individual-level analysis was needed to extend the literature on this topic. The current study serves two purposes.
First, this study's design supports research to examine the correlation between group cohesion and group performance in all stages of Tuckman's group development model from an individual-level perspective. This view of group development, as seen from the individual's perspective, provides leaders with valuable insight about the group life cycle at the point at which cohesion occurs. Providing leaders with the perspective of when and to what degree cohesion occurs within group development contributes to a leader's ability to influence, motivate, and enable organizational success.
Employees of businesses associated with a southeastern U. Using correlation analysis for each hypothesis, the expected results confirmed a positive correlation existed between the two variables cohesion and performance in the forming , storming , and performing stages of a group's life cycle.
The strongest correlation occurred in the forming stage, contradicting Tuckman's findings. The lack of correlation within the norming stage data set was unexpected. The study's conclusions contribute to leadership effectiveness in the areas of influence, motivation, and organizational success.
The findings extend the literature, offering an individual-level perspective examining the correlation between group cohesion and group performance at each stage of the group life cycle and not of the group as a whole. Finally, this research design and the GLCCPQ survey offer a strong foundation to spur future research and discovery on this topic. The premise of the study was to maximize the capacity of human capital and social capital relationships in organizational leaders through a multistage educational model.
Traditional leader development efforts have tended to focus on the collective unit of leadership within an organization, that is, how leaders and followers interact for the greater good of the group or organization. The model suggested in this research encompasses individual leader development and interpersonal content.
This research operationalized a framework for a multistage leader development model for developing individual leaders, maximizing leadership capacity, and gaining insight into the evolving process of leader development. The nascent literature of leader development theory and the multidimensional and ever-evolving construct of leader development was also examined.
Utilizing Kegan's framework of constructive-developmental theory as validated by McCauley, Drath, Palus, O'Conner, and Baker , the current research operationalized Day, Fleenor, Atwater, Sturm, and McKee identified content areas for leader development the dimensions of intrapersonal and interpersonal development into an applicable model that can be utilized to guide leader development in organizations. A mixed-method approach was utilized to determine validity of the proposed model by conducting a single data collection from two groups identified as subject matter experts and practitioners.
The first group involved a qualitative process by interviewing five subject matter experts. The second data group consisted of 57 practitioners from industry and academia who participated via a quantitative survey.
Findings indicate support of the suggested model and the emergence of the evolved leadership capital development model. This study examined the role of spirituality in the moral development component of authentic leadership in comparison to leadership principles found in the Epistle to Titus. The study of moral development was drawn from the literature on authentic leadership theory, spiritual leadership theory, and preexisting frameworks of moral agency, self-concept, and the stages of moral development.
The exegetical process followed the methodology of sociorhetorical analysis and was interpreted for the moral, ethical, and leadership principles found in the pericope. The study yielded five themes of leadership from which 10 principles of leadership were discovered as found in Paul's letter to Titus.
It was found that the principles in Titus generally support the literature on the moral development component of authentic leadership theory. In the case when there were differences, it was found that principles of Titus expand and elevate the standards found in the literature.
The study concluded that there is an intimate relationship between sacred and secular contexts such that the moral and ethical standards of the Christian community engage the moral standards of a given social and cultural context and reconfigures them in light of the gospel of Jesus Christ.
The 10 core values of ethical behavior discovered in Titus were compared to the constructs of authentic leadership theory, spiritual leadership theory, and the core values of spirituality, and they were found to transcend each construct.
The study created a framework for the future study of the core values of morality and ethics in multiple constructs: This inductive, qualitative research study explore the construct of authentic leadership within the context of organizational leadership as demonstrated within the Matthew 3: Using the Matthew 3: How does the pericope within the Christian sacred text that describes Jesus' baptism, temptations, subsequent start of ministry, and initial teachings as found in Matthew 3: This research followed the exegetical foundation as described by Robbins a, b , and focused primarily on the frameworks associated with intertexture analysis and social and cultural texture analysis.
Nine themes emerged from the data, suggesting the authenticity of Jesus was further enhanced through the intrapersonal perspective, the interpersonal perspective, the developmental perspective, and the pragmatic perspective.
Specifically, the nine themes identified the following aspects of authentic leadership: A discussion about the research findings and their implications to the contemporary organizational leadership context is included. This research also addresses the limitations of this study, as well as provides guidelines pertaining to possible future research related to the topic of authentic leadership studied from within a Christian worldview.
In an effort to improve service-learning SL experiences among students at university campuses, it is valuable for educational leaders to measure the impact that these experiences may have on students. In addition, a responsibility of universities is to prepare students for leadership beyond the collegiate experiences.
This study expanded previous research by identifying the relationship of SL experiences with student motivation to lead MTL. In addition, this study also examined social justice attitudes, problem-solving skills, and perceived leadership skills as possible mediators in the relationship between SL and student MTL.
Although there is adequate literature on the three dimensions of motivation to lead affective-identity, social-normative, and noncalculative , there seemed to be a gap in the investigation of the relationship of student's SL experiences and MTL.
Therefore, this research study utilized a quantitative approach for gathering and analyzing empirical data which revealed outcomes that will be beneficial to expanding the research on SL and MTL. The sample of students, ranging from freshman to seniors at a faith-based institution in the United States participating in this study totaled Control variables included general self-efficacy, gender, race, and previous leadership experience.
Two questions guided this study: Does the extent of a student's SL program experience have a positive multivariate relationship with a student's MTL?
Do student problem-solving skills, beliefs in social justice, and leadership role experiences mediate the relationship between a student's SL program experiences and student MTL?
The results of this research revealed that a SL does have a direct relationship with student's affective-identity MTL, b perceived leadership skills fully mediate the relationship between SL and affective-identity MTL, c SL is not a predictor of social-normative motivation to lead, d neither problem-solving skills nor social justice attitudes mediate the relationship between SL and AIMTL. The sample was comprised of faculty and staff working at a Polish university located in southern Poland.
The participants were on average about 35 years of age and mostly occupied non-leadership positions with women comprising The data were gathered via an online surveying process during the months of March and April The questionnaire utilized the following measures to assess the main variables: Polish employees of preferred team-oriented and participative leadership modes to a lesser extent when compared against their counterparts from the GLOBE project.
Additionally, servant leadership was practiced more frequently among the contemporary employees in the United States than in Poland. The research focuses on follower perception of the leader using the Big Five personality traits and self-evaluation using organizational commitment. The research includes a double measure of locus of control to measure follower perception and self-evaluation. Each of the Big Five personality traits—openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism—were tested individually.
The hypotheses were tested using a nonexperimental, quantitative design that included the widely used and validated Big Five Inventory, Internal and External Locus of Control Scale, and Organizational Commitment Questionnaire. Sample data were collected using the website SurveyMonkey as the host for the questionnaires. Multiple regression analysis in SPSS was utilized as the means for analysis of the results of the study.
No significant influence existed in the self-perception of locus of control of the follower and organizational commitment. However, the perception of internal locus of control of the leader by followers was found to have a significant negative influence on commitment. Additionally, openness and conscientiousness of the Big Five personality traits were found to have a significant positive influence on organizational commitment in HBCU libraries.
Additionally, the moderating influences of the self-directed learning construct of employees' learning motivation on the relationships between the single dimension of creating continuous learning opportunities a dimension of OLC and COGRE and EMRE for organizational change were examined.
Using multiple hierarchical regressions, the findings indicated first that there were statistically significant relationships between EMRE for change and the seven dimensions of OLC.
Finally, this study found no moderating effects and inferred no causal relationships because of low R2 values.
Understanding the influence of the variables of OLC and learning motivation on individual readiness for organizational change provides valuable insight about how organization leaders can adequately prepare for and execute successful change. This study examined the mentoring behaviors displayed by supervisors in the four quadrants of the situational leadership SL model as they focus on the human resource development side of the workforce.
Although no study exists that has examined the mentoring behaviors supervisors demonstrate or employ in the four quadrants of the SL model, Kram's study was used as the base for identifying the mentoring behaviors supervisors exhibit.
Eight supervisors and eight followers were interviewed. The phenomenology focused on "exploring how human beings make sense of experience and transform experience into consciousness" Patton, , p.
This study addressed the theoretical framework of the study, research design, sample size, data collection, data analysis, and conclusion. Results are presented along with a discussion. The results will assist supervisors with developing mentoring relationships and utilizing the appropriate mentoring behavior in each SL quadrant to mentor employees. The results also will serve to assist in developing and improving employee performance and productivity that will lead to employees becoming self-directed learners to complete assigned projects and tasks.
The purpose of this research was to define and examine the cognitive antecedents and behavioral consequences of personal responsibility within the workplace. A quantitative research design was conducted on a sample of full-time employees working at The Hartford.
Confirmatory structural equation modeling confirmed the a priori model, a full mediation model, as the best fit to represent the relationships found within the personal responsibility model. Self-concept beliefs, as manifested by locus of control and self-efficacy, were strong predictors of one's ascription of responsibility back to the self.
Contextual job beliefs, however, were not found to predict personal responsibility and were rather an indirect influence based on the covariant relationship with self-concept beliefs. As predicted, attitudes towards personal responsibility were a strong predictor of whether one intended to engage in helpful behaviors. Therefore, helpful behavioral intentions were found as a direct consequence of personal responsibility. This study provides an extensive model that evaluates the motivational cognitions and intentions of personal responsibility within the workplace based on the theory of reasoned action framework.
The findings call into question the job characteristics model as the most appropriate measure of personal responsibility, which states personal responsibility as a byproduct of autonomy. Rather, personal responsibility may be defined as a cognitive process and individual tendency to attribute the consequences of one's action back to the self. Perhaps rather than focusing on the amount of autonomy one has within the workplace, research should focus on explaining why some employees have a higher sense of personal responsibility and test the stability of that trait.
The call for future research invites greater attention and dialogue to the self-cognitions that drive one to ascribe responsibility back to the self.
Ethical leadership theory concerns the relationship between ethics and leadership. Brown, Trevino, and Harrison developed a nomological definition for the purpose of developing the ethical leadership scale that is being used widely Eisenbeiss, ; Hunter, However, the whole construct of ethical leadership lacks grounding.
While Brown et al. In order to answer this challenge to study ethical leadership with an interdisciplinary approach, this study examined 1 Timothy for ethical leadership.
The study values theology as a contributing discipline to ethical leadership, but the reader may still engage the analysis of 1 Timothy without theological commitment. First Timothy is analyzed using sociorhetorical research, specifically the different textures of the text Robbins, including intertexture, social texture, and cultural texture. In this light, 1 Timothy presents qualities for leadership in terms of virtue, skill, and maturity of faith.
First Timothy uses categories of virtue for leaders found in contemporary and ancient sources, including military leadership and household leadership. The study concludes that ethical leaders are virtuous people, ethical leaders model to empower followers, ethical leadership is necessarily effective to certain ends, and ethical leadership is formed contextually.
The purpose of this research is to extend the inaugural work of DellaVecchio and Winston's Romans 12 motivational gifts profile. The research explores the differences in job satisfaction and person—job fit based upon the seven Romans 12 motivational gifts profiles. Specifically, the research examines the variables while evaluating the entrepreneurial population. Cluster analysis was used to examine and identify motivational gifts profiles among the sample.
Analysis of variance was conducted to determine the differences in job satisfaction and person—job fit based upon clusters identified of the seven Romans 12 motivational gifts.
Additional analysis of variance was conducted to determine which motivational gifts had a significant relationship with job satisfaction and person—job fit. The cluster analysis confirmed two significant clusters, both showing the presence of the Romans 12 motivational gifts.
Analysis of variance confirmed a significantly higher correlation between one cluster with the reported high to medium scores of the seven Romans 12 motivational gifts scales. Additional correlation tests found a significant relationships between the Romans motivational gifts, job satisfaction, and person—job fit with weak Pearson product-moment correlations reported for all motivational gifts. While conventional wisdom may consider innovation in public service a paradoxical concept, an organizational cultural shift that supports knowledge sharing, learning, and exploration is essential to meet the increasing needs and demands of stakeholders.
The pace of innovation is increasing in local government as a result of forward-thinking and risk-taking government leaders who partner with subject-matter experts and academic researchers who continue to transform the historical risk-adverse bureaucratic leadership to a culture that cultivates innovative behavior.
This study set out to investigate cognitive and contextual factors that influence innovation in local government. The overarching purpose of this study was to investigate how organizational learning capacity, authentic leadership, psychological empowerment, and intrinsic motivation influence innovative behavior within local governments.
This framework offers multitheoretical support to understand innovative behavior in local government. Through the lens of social cognitive theory, this research brings into focus how the environment, behavior, and cognitive factors contribute toward innovative behavior within local government.
Drawing from self-determination theory, this study examined how psychological empowerment influences innovative behavior. Authentic leadership theory explains how employees' perception of authentic leaders influences innovative behavior. Self-determination theory clarifies how intrinsic motivation influences the relationships between organizational learning capacity, psychological empowerment, and authentic leadership with innovative behavior.
This study used a single-period cross-sectional design. Hierarchical regression analysis was applied to examine survey responses from a sample of local government employees within the United States. Globalization has stimulated unprecedented global migration, creating and demanding cultural diversity in organizations and in their teams. Organizations today are increasingly diverse, and intercultural teams are no longer multinational concepts alone.
Within national borders, populations are increasingly diverse, and organizational teams reflect this diversity. Regardless of how small cultural differences appear, they have the potential to create significant differences in how teams communicate, perform, and make decisions.
Livermore argued that no two team members respond to the same cultural value in the same way. The current study expands the understanding of how culturally intelligent intercultural teams view effectiveness by identifying key themes drawn from episodic interviews with team members.
The more significant emergent themes is the firmly held belief that effective intercultural teams require trust, shared values, service to others, and a respect for team and team members. Leadership development is a well-known component of successful organizations. As such, leadership development programs are a viable solution for equipping employees with desired skills and characteristics.
This study assessed self-efficacy as a generalizable methodology for creating effective leadership development programs. The premise was based on the validity, reliability, predictability, and generalizability of self-efficacy theory and measurement instruments. Through inner texture sociorhetorical analysis of self-efficacy in the leadership development of Jesus' disciples, sources of efficacy and corresponding learning activities were identified.
The following components of self-efficacy in the disciples' leadership development process were found: These components were adapted into the self-efficacy leadership development model, a methodology for creating leadership development programs that utilizes sources of efficacy in determining what learning content and learning activities will be most effective in accomplishing leadership development goals.
This inductive, qualitative research study explored the construct of leader humility within the context of organizational leadership as demonstrated in the writings of Benedict of Nursia, specifically Chapter 7 of Rule of Saint Benedict.
This study further sought to understand factors of humility and answer the following three research questions: What is the process of humility development as described in Chapter 7 of the Rule of Saint Benedict?
THE RELATIONSHIP BETWEEN SERVANT LEADERSHIP AND ORGANIZATIONAL COMMITMENT A Dissertation Presented to The Faculty of Tennessee Temple University.
rows · Below are the ASU EDL Doctoral Program Dissertation Titles. Each .
10 Interesting Dissertation Topics In Organizational Leadership Organizational leadership deals with the management team that provides objectives for the group, inspiration, and other administrative services. Students and even professors would agree, choosing leadership dissertation topics is one of the most challenging parts of the assignment itself. Truth be told.
This is a dissertation chapter on Leadership: Some believe that leaders are born, not made, while others think that leadership is a quantifiable set of skills and ways of thinking that can be taught (Messmer ). The transformational leadership style has long been shown to elicit above average performance in followers; however, the reasoning behind why this process occurs is unclear. The present study investigates whether follower engagement mediates the relationship between perceived transformational leadership and performance on a task.