175,990 research outputs found
Preregistration Documents: Cross-modal Statistical Learning and its Impacts on Language Learning
No full textPreregistration Documents: Cross-modal Statistical Learning and its Impacts on Language Learning. Preregistration of study design, predictions and analysis plan. V2 of the Preregistration contains an updated Stop rule, revised prior to data collection
The Relationships Among Leadership Styles, Entrepreneurial Orientation, and Business Performance
No full textThis study aims to contribute to the knowledge of leadership styles and entrepreneurial orientation at small and medium enterprises as well as their effects on business performance. This study examines how leadership style can affect the development and implementation of entrepreneurial orientation in small and medium enterprises in Taiwan. It is also designed to examine the effects of leadership styles and entrepreneurial orientation on business performance. Significant conclusions from this study are that different leadership styles may affect business performance; that transformational leadership is significantly more correlated to the business performance than is transactional leadership and passive-avoidant leadership; that entrepreneurial orientation is positively related to performance; and that transformational leadership with higher entrepreneurial orientation can contribute to higher business performance.leadership styles, entrepreneurial orientation, business performance
Uma proposta de reformulação do processo de ensino-aprendizagem tradicional do desenho técnico de arquitetura, através de uma pedagogia multiestratégica
No full textDissertação (mestrado) - Universidade Federal de Santa Catarina, Centro TecnológicoEste trabalho tem como objetivo principal fundamentar e apresentar uma proposta pedagógica prática para o ensino do desenho técnico de arquitetura em nível superior. As várias parcelas do trabalho amparam-se em uma vasta e atualizada pesquisa bibliográfica relacionada ao processo de ensino-aprendizagem e descrevem igualmente pesquisas de campo com corpos discentes ligados ao tema do estudo. A proposição utiliza também a experiência de atuação do autor como professor de desenho arquitetônico, em curso superior de Arquitetura e Urbanismo, durante mais de duas décadas. A fundamentação teórica aborda uma série de tópicos que justificam uma inquestionável necessidade de ampla atualização e reformulação na sistemática tradicional utilizada no ensino do desenho técnico. Verifica-se que a pedagogia ainda atualmente presente, salvo raras exceções, ampara-se na simples e direta tentativa de transmissão do conhecimento, com embasamento na teoria comportamental e com o uso somente das tecnologias distributivas daí resultantes. A reformulação ampara-se nas diretrizes das mais modernas teorias pedagógicas e nas novas mídias e conhecimentos proporcionados pelo avanço tecnológico, principalmente desta última década. A proposição procura alcançar todos os aspectos envolvidos no processo, citados e abordados ao longo do trabalho, utilizando uma análise das múltiplas particularidades existentes. A dissertação faz uma apresentação relativamente detalhada e estudada de todos as parcelas envolvidas no processo de ensino-aprendizagem - professor, aluno, forma e conteúdo - indicando sugestões sobre aspectos que podem ser modificados e implementados. A essência do trabalho defende a validade e conveniência de uma pedagogia diversificada e multiestratégica, para a otimização dos resultados do ensino, alicerçada principalmente na ausência de dogmatismo e em características interativas e colaborativas. Fundamenta-se a proposta, para a obtenção dos resultados desejados, num ensino com o auxílio do método lúdico de aprendizagem, no sentido de buscar uma maximização dos recursos disponíveis, e no estabelecimento de um ambiente de estudo agradável, dinâmico, cooperativo e profícuo. Complementarmente, entende-se a proposição, se bem que exemplificada e direcionada para a área do desenho de arquitetura, como de validade e de conveniência de aplicação para todas as áreas do desenho técnico, apenas com a necessidade de pequenas adaptações quanto à sua implementação prática. Da mesma forma, imagina-se sua igual validade de emprego, desde que com os ajustes adequados, nos cursos técnicos do ensino médio que utilizam o desenho técnico como ferramenta básica. Conclui-se que, com a possibilidade de otimização de todos os elementos envolvidos no processo de ensino-aprendizagem, depois de convenientemente analisados e estudados, tanto individualmente como na sua intercorrelação, o resultado final só poderá vir em proveito da melhoria da qualidade do ensin
Effective leadership styles in healthcare for improving employee outcomes
No full textProblem Statement:The business problem addressed in this study is that healthcare professionals may not have the evidence-based knowledge regarding the specific leadership styles that are effective in a leadership role. This research examined the various leadership styles adopted by healthcare professional leaders to improve employee outcomes. Research Question:What type of leadership styles are most effective in improving employee outcomes for healthcare professional leaders?Theory:The Path-Goal Theory formulated by Robert House was utilized as the theoretical lens for this study. Method:The systematic literature review was conducted by utilizing electronic databases. Scholarly, peer-reviewed articles that were written in English and were published between 2015 to 2020 were utilized. The Mixed Methods Appraisal Tool (MMAT) was utilized to appraise the quality of the articles. The NVivo data analysis software was utilized to perform thematic coding.Findings:The transformational leadership style improved job satisfaction, retention, organizational outcomes, psychological outcomes, and performance. The transactional and passive-avoidant leadership styles had mixed and negative employee outcomes, respectively. Limitations:There could be a possibility of selection bias
EFFECTIVE LEADERSHIP STYLES IN HEALTHCAREiiwith one researcher. Most articles focused on the nursing population, which may cause it to be difficult to generalize the recommendations to the other healthcare professionals.Conclusion:The transformational leadership style had positive employee outcomes.Recommendations:Healthcare professionals should utilize the transformational leadership style to be effective healthcare leaders and improve employee outcomes.Running Head: EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE i
ABSTRACT
Title of Dissertation: EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE FOR IMPROVING EMPLOYEE OUTCOMES
Jessica Susan Perez
Doctor of Business Administration, 2021
Problem Statement: The business problem addressed in this study is that healthcare professionals may not have the evidence-based knowledge regarding the specific leadership styles that are effective in a leadership role. This research examined the various leadership styles adopted by healthcare professional leaders to improve employee outcomes. Research Question: What type of leadership styles are most effective in improving employee outcomes for healthcare professional leaders? Theory: The Path-Goal Theory formulated by Robert House was utilized as the theoretical lens for this study. Method: The systematic literature review was conducted by utilizing electronic databases. Scholarly, peer-reviewed articles that were written in English and were published between 2015 to 2020 were utilized. The Mixed Methods Appraisal Tool (MMAT) was utilized to appraise the quality of the articles. The NVivo data analysis software was utilized to perform thematic coding. Findings: The transformational leadership style improved job satisfaction, retention, organizational outcomes, psychological outcomes, and performance. The transactional and passive-avoidant leadership styles had mixed and negative employee outcomes, respectively. Limitations: There could be a possibility of selection bias EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE ii
with one researcher. Most articles focused on the nursing population, which may cause it to be difficult to generalize the recommendations to the other healthcare professionals. Conclusion: The transformational leadership style had positive employee outcomes. Recommendations: Healthcare professionals should utilize the transformational leadership style to be effective healthcare leaders and improve employee outcomes. Keywords: healthcare, leadership, transformational, transactional, passive-avoidant, physician, physician assistant, nurse practitioner, nurse midwife, nurse, employee outcomes, job satisfaction, retention, commitment, psychological, performance
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE iii
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE FOR IMPROVING EMPLOYEE OUTCOMES
By
Jessica Susan Perez
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2021
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE iv
© Copyright by
Jessica Susan Perez
2021
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE v
Dedication
This dissertation is dedicated to my husband, Yamir, and my daughters, Lena and Maya. All the hard work I have done was because of you and for you.
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE vi
Acknowledgements
I want to acknowledge the support and encouragement that I have received from my family and friends during this entire dissertation process. I want to especially thank my wonderful husband, Yamir Perez, who has supported me through all my academic, professional, and personal endeavors. I would also like to thank my daughters, Lena and Maya, for providing me with the motivation to continually improve myself and finish this degree.
In addition, I would like to thank my parents for all of their hard work and sacrifice. I am very grateful for the strong work ethic that you have instilled in me. I would also like to thank my extended family, especially my late grandmother, Soi Fong Ng, and late uncle, Kin Wee Chong. You have both taught me how to be selfless and have provided me with the life skills and tools that I needed to succeed.
I would also like to thank my primary dissertation advisor, Dr. Mary Jo Anderson. You have provided me with consistent and sympathetic support that helped me to complete this dissertation successfully. Also, I would like to thank my secondary dissertation advisor, Dr. Lisa Pearo. You and Dr. Anderson have provided a great deal of insightful feedback and guidance that helped me to improve my dissertation. I would like to also give a special thanks to the UMGC librarian, Cynthia Thomes, who has thoughtfully and meticulously helped me gather the essential information I needed to write this dissertation.
This dissertation has also improved due to the feedback I received from my Subject Matter Experts (SMEs): Dr. Sacared Bodison, Tina Thorburn, and Karin Russ. Thank you so much for taking the time to read my work and providing me with insights from a practitioner's point-of-view. Your expertise and time were especially appreciated because I know that you all EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE vii
had enormous workloads and responsibilities while working in the healthcare field during the COVID-19 pandemic.
I would also like to thank my classmates, colleagues, and friends… aka "The Force". You have all been so supportive and inspirational throughout this entire program, especially this final dissertation year. We have grown these past few years with all the individual assignments and group projects. We have also learned from each other and learned to "trust the process" together. Thank you for being the best cohort!
Finally, I would like to give another special thanks to Dr. Mark Livingston. I would not have enrolled in this program if you did not encourage me to apply. I am very grateful that you saw my potential in your class and pushed me to pursue one of my lifelong goals – a doctoral degree. Thank you! EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE viii
Table of Contents
ABSTRACT .................................................................................................................................... i
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE FOR IMPROVING EMPLOYEE OUTCOMES................................................................................................................................. iii
Dedication ...................................................................................................................................... v
Acknowledgements ........................................................................................................................ vi
Table of Contents ......................................................................................................................... viii
List of Tables ................................................................................................................................ xi
List of Figures .............................................................................................................................. xiii
Chapter 1: Introduction and Overview of the Management Problem ..................................... 1
Background and Overview ......................................................................................................... 1
Educational and Professional Training ................................................................................... 2
Merit-Based Promotion ........................................................................................................... 3
Healthcare Industry: Medical and Non-Medical Leaders ....................................................... 4
Problem Statement and Significance of the Problem ................................................................. 6
Propose of the Study and The Research Question ...................................................................... 7
Rationale for the Study ............................................................................................................... 8
Discussion of Concepts and Themes ........................................................................................ 10
Chapter Summary ..................................................................................................................... 10
Organization of the Dissertation ............................................................................................... 11
Chapter 2: Scoping Literature Review and Theoretical Frame ............................................. 12
Theoretical Framework ............................................................................................................. 12
Development of the Path-Goal Theory ................................................................................. 12
House’s Path-Goal Theory (1971) ........................................................................................ 14
Evolution of the Path-Goal Theory ....................................................................................... 17
Scoping Literature Review ....................................................................................................... 22
Leadership Styles .................................................................................................................. 27
Employee Outcomes ............................................................................................................. 41
Conceptual Framework ............................................................................................................. 56
Chapter Summary ..................................................................................................................... 59
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE ix
Chapter 3: Method ...................................................................................................................... 60
Review Design and Methodology ............................................................................................. 60
The Evidence-Based Research Framework .......................................................................... 60
Systematic Literature Reviews ............................................................................................. 62
Systematic Literature Review Process .................................................................................. 63
Subject Matter Experts .............................................................................................................. 73
Chapter Summary ..................................................................................................................... 74
Chapter 4: Analysis and Findings ............................................................................................. 75
Review of the Research Question ............................................................................................. 75
Description of the Data Set ....................................................................................................... 75
Types of Studies .................................................................................................................... 76
Sectors/Populations ............................................................................................................... 76
Geographical Locations ........................................................................................................ 77
Leadership Styles .................................................................................................................. 78
Employee Outcomes ............................................................................................................. 79
Results of the Quality Appraisal of the Data Set ...................................................................... 80
Findings and Discussion ........................................................................................................... 81
Leadership Styles .................................................................................................................. 83
Leadership Groups ................................................................................................................ 97
Implementation of Leadership Styles ................................................................................. 108
Summary of Findings .............................................................................................................. 109
Revised Conceptual Model/Framework ................................................................................. 110
Chapter Summary ................................................................................................................... 112
Chapter 5: Conclusions and Implications............................................................................... 114
Review of the Research .......................................................................................................... 114
Review of the Management Problem .................................................................................. 114
Review of the Research Question ....................................................................................... 115
Review of the Theoretical Framework ............................................................................... 116
Review of the Methodology................................................................................................ 117
Answer to the Research Question ........................................................................................... 118
Transformational Leadership .............................................................................................. 118 EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE x
Transactional Leadership .................................................................................................... 123
Passive-Avoidant ................................................................................................................ 124
Management Implications (Recommendations) ..................................................................... 126
Limitations of the Study and Areas for Future Research ........................................................ 128
Limitations of the Study...................................................................................................... 128
Areas for Future Research .................................................................................................. 128
Final Summary and Conclusions ............................................................................................ 130
References ................................................................................................................................. 132
Appendix A ............................................................................................................................... 160
Appendix B ............................................................................................................................... 161
Appendix C ............................................................................................................................... 162
Appendix D ............................................................................................................................... 163
Appendix E ............................................................................................................................... 170
Appendix F ............................................................................................................................... 186
Appendix G ............................................................................................................................... 187
Appendix H ............................................................................................................................... 188
Appendix I ................................................................................................................................ 189
Appendix J ................................................................................................................................ 190
Appendix K ............................................................................................................................... 192
EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE xi
List of Tables
Table 1: CIMO Framework............................................................................................................ 8
Table 2: House and Mitchell's Path-Goal Theory Leader Behaviors (1974) ............................... 19
Table 3: Training of Healthcare Professionals in the United States ............................................ 27
Table 4: The Standard Stages of a Systematic Literature Review (Harden & Thomas, 2005) ... 63
Table 5: Quantity of Articles from the Electronic Databases and Search Strings ....................... 65
Table 6: Dissertation Search Terms and Phrases ......................................................................... 66
Table 7: Research Databases Proximity Operators ...................................................................... 67
Table 8: Inclusion and Exclusion Criteria.................................................................................... 68
Table 9: MMAT Quality Score Ranges ....................................................................................... 71
Table 10: Research Method of the Study and Number of Articles in Dissertation ..................... 76
Table 11: Sector/Population and the Number of Articles in Dissertation.................................... 77
Table 12: Geographical Locations and the Number of Articles in Dissertation .......................... 78
Table 13: Leadership Styles and Number of Articles in Dissertation.......................................... 78
Table 14: Employee Outcomes and Number of Articles in Dissertation ..................................... 79
Table 15: Results of the Quality Appraisal of the Dissertation Data Set ..................................... 81
Table 16: The Relationship Between the Transformational Leadership Style and Employee Outcomes with the Quality Appraisal Level of each Article in the Dissertation Data Set ........... 83
Table 17: The Relationship Between the Transactional Leadership Style and Employee Outcomes with the Quality Appraisal Level of each Article in the Dissertation Data Set ........... 89
Table 18: The Relationship Between the Passive-Avoidant Leadership Style and Employee Outcomes with the Quality Appraisal Level of each Article in the Dissertation Data Set ........... 94
Table 19: The Relationship Between the Relationship-Oriented Leadership Styles and Employee Outcomes with the Quality Appraisal Level of each Article in the Dissertation Data Set ........... 98
Table 20: The Relationship Between the Task-Oriented Leadership Styles and Employee Outcomes with the Quality Appraisal Level of each Article in the Dissertation Data Set ......... 103
Table 21: Leadership Implementation in Organizations and the Studies that Support these Plans.................................................................................................................................................... 109
Table A1: Databases Included in UMGC OneSearch (UMGC, 2020) ...................................... 160
Table C1: MMAT Checklist (Pluye et al., 2011) ...................................................................... 162
Table D1: Descriptive Statistics of Articles Included in Data Extraction ................................. 163
Table E1: SME Comments and Author Response to the Comments ........................................ 181
Table F1: Data Extraction Results Coded by Context ............................................................... 186
Table G1: Data Extraction Results Coded by Geographic Location ......................................... 187
Table H1: Data Extraction Results Coded by Intervention ....................................................... 188 EFFECTIVE LEADERSHIP STYLES IN HEALTHCARE xii
Table I1: Data Extraction Results Coded by Outcome .............................................................. 189
Table J1: Quality Assessment of Included Studies with MMAT Criteria Tool .....................
<i>No se sabe</i>: entrevista a Lucas Gagliardi
No full textEntrevista al Licenciado y Profesor en Letras (UNLP) Lucas Gagliardi. Se especializa en literatura en lengua inglesa y en crítica genética. Se desempeña como profesor en la Universidad Pedagógica (UNIPE), en institutos de formación docente y escuelas secundarias. Ha participado en proyectos de investigación sobre archivos de escritores, publicaciones impresas. Participa en el programa de voluntariado universitario de la Facultad de Trabajo Social (UNLP) en articulación con la Biblioteca Ambulante del Hospital de Niños dictando talleres de lectura y escritura.Al hacer clic en el enlace que figura en "Documentos relacionados", pueden accederse a todos los trabajos de Lucas Gagliardi presentes en el repositorio.Radio Universidad Nacional de La Plat
Leadership styles that eat last impact employee cynicism
No full textPurpose – The purpose of this dissertation was to examine the effects if any, that leadership styles had on employee cynicism. Employee cynicism is a growing concern and possible trend in organizations. However, the impact that leadership styles may have on employee cynicism may be understudied.
Design/Approach – The research was taken from peer reviewed scholarly articles that were found through the databases housed within the University of Maryland Global Campus’ One Search tool. The articles consisted of qualitative and quantitative studies and the quality appraisal was performed through the use of the Weight of Evidence (WoE) tool.
Findings – The findings of this dissertation revealed that leadership styles do impact employee cynicism by way of trust, psychological contract, leader support, employee identification and social connectedness. The main leadership style that was discussed in the research was the Transformational leadership (TL) style. Other leadership styles did appear in the scholarly literature research but none to the extent of TL.
Research limitations/implications – Limitations for this research were: The research was not focused specific geographic regions; hence, culture could have had an impact. None of the studies reviewed were long-range studies, and sample size varied greatly. Implications: This dissertation provides valuable insight into the impact of leadership style on employee cynicism. Organizations should seek to understand that employee cynicism can impact different aspects within the organization and that addressing leadership styles could have a positive effect on cynicism.ABSTRACT
Title of Dissertation:
Leadership Styles That Eat Last Impact Employee Cynicism
Maribel Lee, Doctor of Management 2020
Purpose – The purpose of this dissertation was to examine the effects if any, that leadership styles had on employee cynicism. Employee cynicism is a growing concern and possible trend in organizations. However, the impact that leadership styles may have on employee cynicism may be understudied.
Design/Approach – The research was taken from peer reviewed scholarly articles that were found through the databases housed within the University of Maryland Global Campus’ One Search tool. The articles consisted of qualitative and quantitative studies and the quality appraisal was performed through the use of the Weight of Evidence (WoE) tool.
Findings – The findings of this dissertation revealed that leadership styles do impact employee cynicism by way of trust, psychological contract, leader support, employee identification and social connectedness. The main leadership style that was discussed in the research was the Transformational leadership (TL) style. Other leadership styles did appear in the scholarly literature research but none to the extent of TL.
Research limitations/implications – Limitations for this research were: The research was not focused specific geographic regions; hence, culture could have had an impact. None of the studies reviewed were long-range studies, and sample size varied greatly. Implications: This dissertation provides valuable insight into the impact of leadership style on employee cynicism. Organizations should seek to understand that employee cynicism can impact different aspects within the organization and that addressing leadership styles could have a positive effect on cynicism.
Keywords: Cynicism, employee cynicism, employee identification, leadership style, leadership support, transformational leadership, trust, psychological contract, retention
BREAK
LEADERSHIP STYLES THAT EAT LAST IMPACT EMPLOYEE CYNICISM
By
Maribel S. Lee
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland University College, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2020
Email: [email protected] © Copyright by
[Maribel S. Lee]
2020
Leadership Styles That East Last Impact Employee Cynicism
ii
Preface
This dissertation was prepared to fulfill the requirement for the Doctor of Management program of the University of Maryland Global Campus. The purpose was to develop a management solution to a problem that is ongoing in organizations.
The prime focus for this research was to identify if there was a connection between leadership styles and their impact on employee cynicism and retention. Employee cynicism appears to be a concern for organizations. Leaders are focused on different aspects of their organizations and some of those aspects appear to be the need for a greater focus on relationship building, trust, and inspiration on the leader’s behalf. Organizations need to spend the time and money to train and develop their leaders to allow for their development and that relationship building with their employees. The data was taken from systematic literature review of peer reviewed scholarly journals.
Leadership Styles That East Last Impact Employee Cynicism
iii
Dedication
First and foremost, thank you to my Heavenly Father Jesus Christ for giving me strength and will to complete this program. This dissertation is dedicated to my husband, sons, mother and my late father. My father, Frank Joseph Trujillo, was such an inspiration in my life and my cheerleader through every challenge of my life. I appreciated the hard work that he put into making sure that we had everything we needed and wanted. He believed in me before I believed in myself. The love that I have my father, even though he is gone, is beyond words.
My mother, Maria, was such a protective mom. She made sure that I had everything ready every day before school and she kept that protective nature, even to this day. She suffered a lot in her childhood and wanted better for her daughters. School was a big push in my family, and I thank her for keeping me in line. I love her dearly.
My sons, Jonathan W. Beach and Andrew J. Beach, are my motivation in life to keep going. Challenged financially early in life, my generation was able to break through that curse. We broke barriers that no one in previous generations did. This is a great accomplishment! I wanted to break through the barriers to show my sons that no matter the age and the circumstance you can succeed. The only barrier is the one that you place. You must widen your circle every day. There are signs and wonders that are there for the taking.
Finally, this is dedicated to my husband, Johnny Lee. He put up with so much during this three year period. He was that supporter that told me to keep going. He was the one that sat in silence next to me when I was doing homework. Times were rough yet we made it through. Thank you, Lord, for keeping us together. This man is a true supporter of me. I love you very much!
Leadership Styles That East Last Impact Employee Cynicism
iv
Acknowledgements
I would like to first thank my dear husband Johnny and my two sons, Jonathan W. Beach and Andrew J. Beach. Their support meant and means the world to me. Because of them, I know unconditional love. My husband was supportive through this program, especially with all the time I spent on research, class, and residencies. I am nothing without my family. Next, I would like to thank Dr. Subash Bijlani for writing that recommendation letter that gave me the opportunity to be in this program. His belief in me meant the world to me. I will never forget your belief in me Dr. Bijlani.
I can never forget to thank my late father, Frank Joseph Trujillo, and my dear mother, Maria Soltero Trujillo. Both were extremely hard workers in their own skill and did everything to provide for us and give us not just what we needed but also what we wanted. Even though my father is not here, I know that he would be immensely proud of me. Thank you also to my only sibling, Suzanne Trujillo Caver for being supportive in telling me to keep going and also to my wonderful and talented nieces, Annalisa Marie D’Agostino and Sarah Elizabeth Rose. Finally, I would like to acknowledge the University of Maryland Global Campus’ graduate faculty and support staff for bringing this wonderful program and making it enjoyable even through the hardest of times. It is a difficult journey, and you need great people around you that will be there for you to support you and keep pushing you forward. For this reason, I want to thank everyone in my cohort who were that voice that kept telling to keep going. Thank you also Marina Caminis and Dr. Leslie Dinauer for everything that you do and did for the program and the students. Finally, I would like to thank my wonderful mentor Dr. James Gelatt. The help that you provided was priceless. Thank you for everything! Leadership Styles That East Last Impact Employee Cynicism
v
Table of Contents
Preface............................................................................................................................................ ii
Dedication ..................................................................................................................................... iii
Table of Contents ............................................................................................................................ v
List of Tables ............................................................................................................................... viii
Table 1: Journal Focus Inclusion……………………………………………………..………….30..................................................................................................................................................... viii
List of Figures ............................................................................................................................... ix
Conceptual Framework ………………………………………………………………………….2....................................................................................................................................................... ix
Chapter 1: Introduction and Overview of the Management Problem ........................................... 10
Background and Overview ....................................................................................................... 10
Problem Statement and Significance of the Problem ............................................................... 14
The Research Question ............................................................................................................. 15
The rationale for the study ........................................................................................................ 15
Definitions and Terminology .................................................................................................... 16
Organization of the Dissertation & Chapter Summary ............................................................. 16
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 18
Introduction ............................................................................................................................... 18
A Review of Relevant Theories ................................................................................................ 18
The Literature Landscape ......................................................................................................... 22
Chapter Summary ..................................................................................................................... 26
Chapter 3: Method ........................................................................................................................ 28 Leadership Styles That East Last Impact Employee Cynicism
vi
The Evidence-Based Research Framework .............................................................................. 28
Review Initiation ....................................................................................................................... 29
Inclusion and exclusion criteria ............................................................................................ 31
Quality Appraisal ...................................................................................................................... 33
Method of quality appraisal of the included studies: Weight of Evidence ........................... 33
Analysis and Synthesis Methodology ....................................................................................... 35
Method of synthesis. ............................................................................................................. 35
Subject Matter Experts .............................................................................................................. 36
Chapter Summary ..................................................................................................................... 36
Review of the Research Question ............................................................................................. 38
Results of the Quality Appraisal of the Data Set ...................................................................... 39
Results of the Synthesis of the Articles in the Data Set ............................................................ 39
Description of the Data Set ....................................................................................................... 39
Chapter Summary ..................................................................................................................... 50
Chapter 5: Conclusions and Implications ..................................................................................... 51
Review of the Research ............................................................................................................ 51
Limitations of the Study and Areas for Future Research .......................................................... 58
Limitations ............................................................................................................................ 58
Areas for future research ....................................................................................................... 58
Final Summary and Conclusion ................................................................................................ 59
References .................................................................................................................................... 60
Appendix A .................................................................................................................................. 72
Table A1: Search Strings .............................................................................................................. 72 Leadership Styles That East Last Impact Employee Cynicism
vii
Table A2: Articles Selected .......................................................................................................... 73
Table A3: Weight of Evidence ..................................................................................................... 77
Table A4: List of Final Articles .................................................................................................... 91
Table A5: Coding, Key Findings & Emergent Themes ................................................................ 98
Appendix B ................................................................................................................................ 100
Table B1: PRISMA Diagram ...................................................................................................... 100
Leadership Styles That East Last Impact Employee Cynicism
viii
List of Tables
Table 1: Journal Focus Inclusion……………………………………………………..………….30
Table 2: Weight of Evidence Measured………………………………………………………….32 Leadership Styles That East Last Impact Employee Cynicism
ix
List of Figures
Conceptual Framework ………………………………………………………………………….2Leadership Styles That East Last Impact Employee Cynicism
10
Chapter 1: Introduction and Overview of the Management Problem
Background and Overview
This dissertation sought to identify if any leadership styles impacted employee cynicism. Many organizations today have begun to focus on employee cynicism. One reason for doing so is clear: Cynicism can have significant implications financially for the organization (Grama & Todericiu, 2016). The focus also reflects the observation that employees are becoming more active in a creative role by supplying some answers to change (Grama & Todericiu, 2016). Leadership that does not engage employees in fostering their organization can result in employees questioning their leaders’ motives; that in turn can create distrust, allowing cynicism to take root (Grama & Todericiu, 2016).
Cynicism has been associated with negative elements such as lack of trust, suspicion, low performance, interpersonal conflicts, alienation, and resignation (Grama & Todericiu, 2016). Cynicism in an organization can create a culture of bad behavior and can become the new norm for the organization. The word cynicism can be traced back to fourth century Greece when the word referenced the followers of Antisthenes who flouted popular opinion or public convictions for the simple sake of doing so; these followers were called cynics (Durrah et al., 2019). According to Stanley et al. (2005), there have been many definitions of cynicism. One definition was that cynics were close-minded and disillusioned people. Concerning cynicism at work, Stanley et al. (2005) found that “cynics at work deeply doubt the truth of what their management tells them, which can make them believe that their companies, given the chance, will take advantage of them.”
There have been four approaches that characterize cynicism in literature:
1. Personality/trait approach Leadership Styles That East Last Impact Employee Cynicism
11
2. Profession/occupation focus
3. Organizational focus
4. Organizational change focus.
Employee cynicism can be a behavior that conveys a negative emotion that can have a direct, and sometimes indirect, impact on the organization (Abugre, 2017). The negative emotion could point to a problem. Employee cynicism can lead to organizational cynicism, which Jiang et al. (2017) described as a negative attitude toward the organization that has three dimensions:
1. Lack of organizational integrity
2. Negative affect toward the organization
3. Demonstrating critical behavior towards the organization
Lack of organization integrity, negative affect toward the organization, and critical behavior toward the organization are characterized by feelings of frustration and hopelessness where employees lack trust in their organization (Jiang et al., 2017). Jiang et al. (2017) found that the main link for this lack of trust was the lack of leadership support. Jiang et al. (2017) also found that since leadership behavior is a crucial indicator of the organization's extent of support, employees may feel that they receive less support.
Stanley et al. (2005) surveyed undergraduate students from one university who were also employed: the survey asked about cynicism and skepticism during organizational change. The study concluded that organizational change cynicism was impacted by previous change failures, which led to employees losing faith in their leaders and in the need for change. Stanley et al. (2005) found that employees believing in their leaders' motives contributed to the organizational change's success. Stanley et al. (2005) found that the communication of organizational change Leadership Styles That East Last Impact Employee Cynicism
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had an impact as employees sought to understand the reason for the change to see if there were ulterior motives.
Cynicism towards the employees' profession increased with tenure, as was described by Niederhoffer (1967), as "a byproduct of anomie in the social structure" (p.95) due to pressures and role ambiguity, or lack of clarity in one's job, or the enforcement of regulation. Niederhoffer (1967) found that as employee tenure increased, their increasing behaviors signaled their frustration and disillusion with their profession, displaying negative feelings.
Leaders play an essential part in an organization and understanding how leadership styles impact cynicism is crucial (Arslan & Roudaki, 2019). The increased focus on cynicism may result from senior leaders learning that the workforce (employee) is a strategic asset. Employees' attitude regarding their organization is influenced by what they hear and their experiences and available information (Grama & Todericiu, 2016). Manion (2004) found that open-ended processes are those where employees were told what to do and could not share opinions or ideas. Not being able to share or present ideas can make employees just barely comply with their job. Manion (2004) found that when leaders create open-ended processes, employees can sabotage and display other undermining behaviors that can lead to increased cynicism.
Keskes, Sallan, Simo & Fernandez (2018) undertook research that studied whether leadership demonstrated certain behaviors that could help organizations keep employees and align them with their job. Leadership also plays a vital role in building a social connection with employees, fostering trust and relationships, and inspiring them to grow within the organization. Social connection is between the leader and the employee and other employees, other leaders, and mentors within the organization. When this social connectedness and trust are nonexistent, Leadership Styles That East Last Impact Employee Cynicism
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employees may develop a negative behavior; if not addressed, that negative behavior can create a hostile environment.
The psychological contract is a set of expectations or promises between parties in an employment relationship. Psychological c
Retracted article: Students' learning styles and academic performance in Readings in Philippine History: Basis for a proposed course syllabus enhancement
No full textThe article entitled “Students’ learning styles and academic performance in Readings in Philippine History: Basis for a proposed course syllabus enhancement” (Volume 4, Issue 1, December 2022, pp. 45-51) written by Adrian Ote, Margie M. Lepangge, Nobelen Joy M. Marsonia, Sheena Joy C. Pagran, Jennilyn C. Se, and Jason A. Romero has been retracted at the request of the Corresponding Author
EndNote : gestor de referencias bibliográficas
No full textEndNote is a software that allows you to manage the bibliographic information in a automatic way. It organizes and manages all references, and it allows you to create bibliographies or to cite in text. The references can be directly downloaded from de databases
ILS - Inventário de Estilos de Aprendizagem de Felder-Saloman: investigação de sua validade em estudantes universitários de Belo Horizonte
No full textDissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico. Programa de Pós-Graduação em Engenharia de Produção.O presente estudo procurou mostrar a complexidade da relação, características individuais e o processo ensino-aprendizagem. Os estilos de aprendizagem de estudantes têm sido investigados enquanto variável envolvida na construção dos conhecimentos. Na literatura encontramos vários instrumentos para mensuração dos diferentes estilos de aprender. O objetivo deste trabalho foi investigar a validade do ILS - Index Learning Styles de Felder-Saloman em estudantes universitários de Ciências Exatas e Ciências Humanas de Belo Horizonte. Os resultados apontaram que na amostra estudada, embora a melhor solução fatorial tenha sido de 4 fatores, como seria esperado teoricamente dos 44 itens, apenas 28 deles apresentaram cargas fatoriais satisfatórias. A validação de conteúdo também apontou um número significativo de discordância na avaliação dos juízes quanto à pertinência dos itens e a dimensão de estilos que pretendem investigar. Dentre os fatores identificados, apenas a dimensão Visual/Verbal ficou composta por um número maior de itens elaboradas originalmente. Sugere-se um estudo de validação semântica e revisão dos itens comprometidos a partir daqueles que melhor estão discriminando os sujeitos, no que diz respeito às 4 dimensões de estilos propostas pelo ILS. This study aims at demonstrating the complexity of the relation between individual characteristics ant the teaching-learning process. Student's learning styles have been studied as a variable in the construction of the knowledge. In the field of literature, we have found several measuring, devices for different learning styles. The objective of this study was to investigate the validity of Felder-Saloman index of Learning Styles, ILS, among students within the Exact Sciences and Human Sciences Colleges in Belo Horizonte. The results show that in the studied samplings, although the best range solution bas been of 4 ranges, as theoretically expected in the 44 questions, only 28 of them showed satisfactory ranges. Validation of contents also showed a significant number of items that disagreed with judges evaluations as far as how pertinent the questions are and the dimensions of styles to be studied. Among the identified ranges, only the Visual/Verbal dimension contained a larger number of questions originally made. As far as the 4 style dimensions proposed by ILS, it is recommended that a study be carried out concerning the semantic validation and revision of questions related to those which best describe the subjects
<i>No se sabe</i>: entrevista a Laura Sombra del Río
No full textEntrevista a la profesora de Matemática Laura Sombra del Río, integrante del Instituto de Metodología Alternativa para la Enseñanza de la Ciencia (IMApEC). Se especializa en tecnología informática aplicada a la educación, especialmente de las ciencias duras como la matemática.Al hacer clic en el enlace que figura en "Documentos relacionados", pueden accederse a todos los trabajos de Laura Sombra del Río presentes en el repositorio.Facultad de Ingenierí
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