- 2015-03-09 (x)
- Nakra, Manoj (x)
- leadership (x)
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Show moreIn the current work environment, younger workers in leadership positions are overseeing workers much older than themselves. Few empirical studies have focused on the emerging patterns of leadership associated with the relationship between young managers and older workers. To address this gap in the literature, we conducted a qualitative study based on semistructured interviews with thirteen managers under the age of thirty six and thirteen employees at least twenty years older. The goal of our study is to generate grounded theory about the ?lived experiences? of contemporary young managers leading older subordinates. Our exploratory findings show that the task focused nature of younger leaders is causing management to overtake leadership and that the nature of work relationships is changing to become more broad and instrumental. Finally we propose an emergent pattern of leadership taking into account a new concept of work-life balance.
Doctorate of Management Programs
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Show morePhysician leaders span two professional groups- that of physician and of leader. While there have been many efforts at understanding the characteristics of effective physician leaders, a greater understanding is needed on the nature of physician leadership. We surveyed the largest health care organization for physician leaders in the United States to gain a greater understanding. Findings from our qualitative research guided this quantitative study, which used PLS to analyze results from 677 online surveys to understand the causal relationship of role conflict and role endorsement to participation. Our findings reveal the mediating influence that positivity exerts upon participation. Our findings also offer physicians interested in leadership, as well as health care leaders, an opportunity to increase understanding on the social identification process that leads a higher level of professional participation, which may ultimately increase effectiveness for physicians in leadership.
Doctorate of Management Programs
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Show moreIn spite of enormous changes occurring routinely within organizations and the resulting movement of managers, there is only limited research on management transitions and even less research on the effects the transitions have on those being managed. Because of its potential to be a factor in organizational performance and competitiveness, employee engagement and well-being, has recently been receiving significant attention both in the practitioner and academic worlds. However, there is a dearth of research available on what occurs with employee engagement and well-being during management transitions. Our findings effectively illustrate the various states that employees function in during management transitions and provide best practices for managers taking the lead of new teams.
Doctorate of Management Programs
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