Organization Management and Effectiveness
@swoodsmall
Dr. Robert S. (Steve) Woodsmall
Title: Assistant Professor, Business and Organizational Leadership at Brevard College
Research Topic: Transformational Leadership and Organizational Effectiveness: A Case Study of a Rural Indiana Community Action Agency
Committee Chair: Carlos Thomas, PhD
Institution: Capella University, School of Business and Technology Abstract: In the corporate sector, considerable research has focused on the impact of transformational leadership in achieving and maintaining a highly effective organization. However, the bulk of research has focused on corporate and for-profit organizations; the nonprofit and social services fields require more study in this area. A greater understanding is needed of whether transformational leadership impacts organizational performance. In this qualitative single case study of a small Community Action Agency, the data revealed a transformational leadership culture clearly inspired by the leadership of the CEO. The findings were based on the primary data source of participant interviews, and numerous examples of physical cultural elements and content reviews of secondary data sources were used for triangulation. It was noteworthy to discover a specific case that clearly addresses the conflicting views in the literature as to whether leadership creates or is created by the organizational culture; in this case leadership clearly created the transformational culture. Employee perceptions of transformational leadership behaviors were consistently apparent based on responses to specific interviews questions related to the four elements of transformational leadership as described in the Multifactor Leadership Questionnaire (Avolio & Bass, 1999).
Title: Assistant Professor, Business and Organizational Leadership at Brevard College
Research Topic: Transformational Leadership and Organizational Effectiveness: A Case Study of a Rural Indiana Community Action Agency
Committee Chair: Carlos Thomas, PhD
Institution: Capella University, School of Business and Technology Abstract: In the corporate sector, considerable research has focused on the impact of transformational leadership in achieving and maintaining a highly effective organization. However, the bulk of research has focused on corporate and for-profit organizations; the nonprofit and social services fields require more study in this area. A greater understanding is needed of whether transformational leadership impacts organizational performance. In this qualitative single case study of a small Community Action Agency, the data revealed a transformational leadership culture clearly inspired by the leadership of the CEO. The findings were based on the primary data source of participant interviews, and numerous examples of physical cultural elements and content reviews of secondary data sources were used for triangulation. It was noteworthy to discover a specific case that clearly addresses the conflicting views in the literature as to whether leadership creates or is created by the organizational culture; in this case leadership clearly created the transformational culture. Employee perceptions of transformational leadership behaviors were consistently apparent based on responses to specific interviews questions related to the four elements of transformational leadership as described in the Multifactor Leadership Questionnaire (Avolio & Bass, 1999).
| final_dissertation_umi_proquest.pdf |
Dr. John J. Clifford, Jr.
Title: Organizational Effectiveness Consultant, Management Professor, Mentor, & Guitarist.
Research Topic: Organizational Factors That Affect Environmentally Preferred Purchasing: A Qualitative Study of Four Universities
Committee Chair: John R. Latham, PhD
Institution: Capella University, Dean, School of Business and Technology
Abstract: With an increase in worldwide environmental awareness, organizations are influenced by internal and external stakeholders to incorporate the ecosystem as a prominent component of their mission. It is unknown how universities are structured for Environmentally Preferred Purchasing (EPP). Four universities located in northeastern United States participated in the qualitative multiple-case study. Four individuals from each case were interviewed representing key stakeholder groups of Purchasing and Sustainability Departments, leadership, staff, faculty, and students. Literature pointed to four areas of influence: organization and department design, leadership, buyer behavior, and environmental activities. The instrument used to gather data was the interview using open-ended questions focused on four constructs. From the same opening question, discussions led into participant’s area of expertise along with personal outlook. Data relationships for all cases became evident during the cross-case analysis. Ten relationships labeled were determined at the highest level of analysis. Many findings were consistent between the cases including purchasing department objectives and organizational interaction, leadership style, communication methods, student participation, and organizational overall commitment. Inconsistent findings among the cases included environmental programs, budgets, and academic investment. Overall findings were used to develop a model to achieve similar results for other internal functions coupled with external goals. Use of the model opens up a diverse range of research, such as EPP at other universities, EPP in other organizational types, and an internal focus influenced by an external goal.
Title: Organizational Effectiveness Consultant, Management Professor, Mentor, & Guitarist.
Research Topic: Organizational Factors That Affect Environmentally Preferred Purchasing: A Qualitative Study of Four Universities
Committee Chair: John R. Latham, PhD
Institution: Capella University, Dean, School of Business and Technology
Abstract: With an increase in worldwide environmental awareness, organizations are influenced by internal and external stakeholders to incorporate the ecosystem as a prominent component of their mission. It is unknown how universities are structured for Environmentally Preferred Purchasing (EPP). Four universities located in northeastern United States participated in the qualitative multiple-case study. Four individuals from each case were interviewed representing key stakeholder groups of Purchasing and Sustainability Departments, leadership, staff, faculty, and students. Literature pointed to four areas of influence: organization and department design, leadership, buyer behavior, and environmental activities. The instrument used to gather data was the interview using open-ended questions focused on four constructs. From the same opening question, discussions led into participant’s area of expertise along with personal outlook. Data relationships for all cases became evident during the cross-case analysis. Ten relationships labeled were determined at the highest level of analysis. Many findings were consistent between the cases including purchasing department objectives and organizational interaction, leadership style, communication methods, student participation, and organizational overall commitment. Inconsistent findings among the cases included environmental programs, budgets, and academic investment. Overall findings were used to develop a model to achieve similar results for other internal functions coupled with external goals. Use of the model opens up a diverse range of research, such as EPP at other universities, EPP in other organizational types, and an internal focus influenced by an external goal.
| john_c.pdf |