An Advance Study of Coveriance Structure

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Proceedings of the Fifth Workshop on Information Theoretic Methods in Science and Engineering

These are the online proceedings of the Fifth Workshop on Information Theoretic Methods in Science and Engineering (WITMSE), which was held in the Trippenhuis, Amsterdam, in August 2012

Authenticity and Subjective Wellbeing within the Context of a Religious Organization

Although authenticity has a long history as a philosophical and psychological idea, this concept has received scarce attention in the business literature until very lately. Nevertheless, scholars belonging to a broad array of disciplines have pointed out the escalation in the individuals’ search for authenticity within developed societies. Hence, the purpose of this paper is to assess the link between authenticity and subjective wellbeing within the rarely explored context of faith-driven organizations, where the management of emotions attains a particular significance. Specifically, this study links authenticity with subjective wellbeing among the distinct groups that shape a large international Catholic organization. This study uses Partial Least Squares (PLS) to test our research model and hypotheses. This paper covers two noteworthy research gaps. On the one hand, it provides evidence of the relationship between authenticity and subjective wellbeing within the context of religious organizations. On the other hand, our results suggest that this relationship is not homogeneous among the distinct groups that shape the organization. Implications of the research are finally discussed

Proceedings of the Fifth Workshop on Information Theoretic Methods in Science and Engineering (WITMSE-2012)

Peer reviewe

The effectiveness of workplace coaching:a meta-analysis of learning and performance outcomes from coaching

This study presents a meta-analysis synthesizing the existing research on the effectiveness of workplace coaching. We exclusively explore workplace coaching provided by internal or external coaches and therefore exclude cases of manager-subordinate and peer coaching. We propose a framework of potential outcomes from coaching in organizations, which we examine meta-analytically (k = 17). Our analyses indicated that coaching had positive effects on organizational outcomes overall (δ = 0.36), and on specific forms of outcome criteria (skill-based δ = 0.28; affective δ = 0.51; individual-level results δ = 1.24). We also examined moderation by a number of coaching practice factors (use of multisource feedback; type of coach; coaching format; longevity of coaching). Our analyses of practice moderators indicated a significant moderation of effect size for type of coach (with effects being stronger for internal coaches compared to external coaches) and use of multisource feedback (with the use of multisource feedback resulting in smaller positive effects). We found no moderation of effect size by coaching format (comparing face-to-face, with blended face-to-face and e-coaching) or duration of coaching (number of sessions or longevity of intervention). The effect sizes give support to the potential utility of coaching in organizations. Implications for coaching research and practice are discussed

Exemplary Nonvocational Ministry Leadership Practices in Predominantly Black Southeastern Connecticut Churches: A Quantitative Study

The purpose of this quantitative study was to determine how nonvocational (unpaid) ministry leaders demonstrated exemplary leadership practices while ministering in predominantly Black Southeastern Connecticut churches. The study also showed how much theological training nonvocational ministry leaders received. Volunteer leadership is a critical resource for the church. Purposive nonprobability sampling produced a sample from an unknown population of nonvocational ministry leaders serving predominantly Black Southeastern Connecticut churches. Surveys distribution was via U.S. mail to pastors at 20 churches identified from e-mail distribution lists and social media posts. Sixty-eight participants completed the survey, which incorporated a demographic questionnaire and the Leadership Practices Inventory. Researchers use the Leadership Practices Inventory to measure 5 leadership practices: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. Exploratory data analysis and descriptive statistics showed that most nonvocational leaders demonstrated encourage the heart leadership (M = 8.78), with challenge the process the least reported (M = 7.98). Spearman’s correlations measured the correlations between theological training (years of experience and education) and leadership practices. The findings showed significant, inverse correlations between years of experience on challenge the process and enable others to act. None of the Spearman’s correlations was significant between level of education and leadership practices

Employees\u27 Perceptions of Managerial Transformational Leadership Behaviors and Effectiveness Among Information Technology Managers

The selection of effective leaders is critical to improving organizations\u27 performance in the current dynamic global business landscape; however, the inadequacy of leadership selection criteria in many organizations had led to an increase in the rate of chief executive officers\u27 dismissals within the last 3 decades in the United States. The purpose of this correlational study was to examine the relationship between employees\u27 assessments of their managers\u27 transformational leadership behaviors and employees\u27 perceptions of managerial leadership effectiveness for improved leadership selection. Bass\u27 transformational leadership theory and Herzberg\u27s motivation-hygiene theory guided the study with data gathered, using an online survey, from randomly selected information technology professionals employed at telecommunication service companies located in the State of New Jersey (n = 190). Data analysis using a multiple linear regressions indicated a statistically significant relationship between managers\u27 transformational leadership behaviors and employees\u27 perceptions of managerial leadership effectiveness, F(5, 184) = 237.578, p \u3c .0005, and R2 = 0.866. The final model indicated that each of the 5 predictors examined that represented managers\u27 transformational leadership behaviors were statistically significant in predicting employees\u27 perceptions of managerial leadership effectiveness. The results of this study may have implications for social change by providing information for business executives to improve leadership selection criteria. Adopting the findings from this study might increase effective leaders who proactively align organization\u27s vision with societal expectations, thus improving an organization\u27s public perceptions and financial outlook

Establishing a mission-based culture : analyzing the relation between intra-organizational socialization agents, mission valence, public service motivation, goal clarity and work impact

This study contributes to our understanding of how organizations can craft a mission-based culture by examining the relationship between mission valence, PSM, goal clarity, and work impact. More specifically, the study assesses how value-laden communication with multiple intra-organizational socialization referents is related with the cited variables. The developed hypotheses are tested using structural equation modelling and a sample of 585 non-managerial employees employed by a public welfare organization. The findings confirm the claim that position in an organizational hierarchy is not likely to influence the analyzed relationships. The magnitude of the relationships, however, diverges. In contrast to previous research, the study results indicate that, in the case of lower-level employees, PSM is the most powerful predictor of mission valence. Furthermore, the results indicate that exposure to organizational values via interaction with internal socialization agents is positively related with their perceived importance. The results thus not only confirm the relevance of incorporating the institutional setting when analyzing mission valence, but also provide further proof for an institutional theory of PSM by highlighting that different organizational socialization agents could play a distinctive role in crafting PSM and a mission-based culture

Mentoring Women of Color for Leadership: Do Barriers Exist?

The number of women in the workforce is increasing, but they continue to hold few corporate leadership positions. Women are running into the glass ceiling, a ceiling that is thicker for Women of Color. The under-representation of women and minorities in leadership positions and the recognition of the business value of Diversity in this global economy have driven organizations to launch diversity programs and use mentoring as support for aspiring women leaders. Ragins and Cotton\u27s 1991 research found that there were barriers for women who were looking to use mentoring as a tool for leadership development, but her participants were mainly White. In this age of diversity awareness, the question of whether similar barriers exist for Women of Color needs answering. Using factor analysis and hierarchical multiple regression analysis, this research built on Ragins and Cotton\u27s original study to explore whether Women of Color perceive barriers in obtaining mentoring relationships for career development. It was found that Women of Color perceive three of the same barriers as those found in the Ragins and Cotton study, however, these women tended to disagree with many of the items found for these barriers. The electronic version of this dissertation is accessible at the OhioLINK ETD Center, https://etd.ohiolink.edu