Adelman, K. S.

English

Andrews University

Journal of Applied Christian LeadershipVolume 7 | Number 2 Article 162013Employee Voice and Upward Communication: APhenomenological Collective Case Study ofLeadership Behaviors in Performance ExcellenceAward Winning Health Organizations[Dissertation Notice]K. S. AdelmanFollow this and additional works at: https://digitalcommons.andrews.edu/jaclPart of the Leadership Studies CommonsThis Leadership Resource is brought to you for free and open access by Digital Commons @ Andrews University. It has been accepted for inclusion inJournal of Applied Christian Leadership by an authorized editor of Digital Commons @ Andrews University. For more information, please contactrepository@andrews.edu.Recommended CitationAdelman, K. S. (2013) "Employee Voice and Upward Communication: A Phenomenological Collective Case Study of LeadershipBehaviors in Performance Excellence Award Winning Health Organizations [Dissertation Notice]," Journal of Applied ChristianLeadership: Vol. 7: No. 2, 114-114.Available at: https://digitalcommons.andrews.edu/jacl/vol7/iss2/16DISSERTATION NOTICESAdelman, K. S. (2010). Employeevoice and upward communication:A phenomenological collective casestudy of leadership behaviors inperformance excellence award winning health organizations.Ph.D., Capella University.this study was exploratory innature, utilizing a phenomenologicalcollective case study approach. thephenomenon under study was thelived experiences of individuals sur-rounding employee voice and upwardcommunication. the purpose was to understand cEO behaviors andactions that promote employee voiceand upward communication in per-formance excellence award-winninghealthcare organizations. the resultssuggested the award-winning cEOsfacilitated employee voice andupward communication by beingapproachable, largely achievedthrough their regular presencethroughout their organization. Bybeing consistently visible and avail-able to employees, these cEOs fos-tered relationships, built trust, andpromoted open, upward communica-tion. Leaders in the case studies created a cultural focus on continu-ous improvement largely built aroundtransparency of information, and particularly looking for the bad newsfrom their employees. Voice invitationand positive voice response fromleaders reinforced critical upwardfeedback as not only welcome, but expected. Barr, D. A. (2008). Leveragingleadership in public health middlemanagement. M.A., Royal RoadsUniversity.the strategic direction of Kingston,Frontenac, Lennox, and AddingtonPublic health, in keeping with thenewly revised framework of publichealth standards in the Province ofOntario, embraces leadership devel-opment. this research examines how the organization can support theemerging role and leadership devel-opment of middle management. Areview of the literature includes theexploration of middle management,leadership development, and organi-zational culture and change. Anaction research approach was used to capture qualitative results throughthe methodology of personal inter-views and focus groups. Findings andconclusions focus on communicationplans, leadership competencies, andprofessional development. Study rec-ommendations consist of enhancingthe internal professional developmenttool, acting on leadership develop-ment trends, building communicationsystems, and creating plans for thesuccession of leaders.Dotson, E. D. (2008). The busi-ness case for leadership diversity in health care. Ph.D., University of California, Berkeley.this research explores the influ-ence of leadership diversity, asdefined by race and ethnicity, on the financial success of healthcareorganizations and the quality of carereceived by patients served by theorganizations. it examines whetherleadership diversity is associated withfinancial and quality outcomes in anorganized delivery system in whichreduced hospital stays suggest eco-nomic savings. Patient diversity andracial concordance are also includedas independent variables regressedon outcome measures.Financial and quality of care datafor a sample of 24 hospitals in an inte-grated health system were assessedover a five-year period. Annual dis-charge data are the measure of costs,while clinical process data for cardio-vascular care (acute myocardialPAGE  114 Vol. 7, No. 2 FALL 20131Adelman: Employee Voice and Upward Communication: A Phenomenological CollePublished by Digital Commons @ Andrews University, 2013

Employee Voice and Upward Communication: A Phenomenological Collective Case Study of Leadership Behaviors in Performance Excellence Award Winning Health Organizations [Dissertation Notice]

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Employee Voice and Upward Communication: A Phenomenological Collective Case Study of Leadership Behaviors in Performance Excellence Award Winning Health Organizations [Dissertation Notice]

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