Credibility: A Foundation for all Leaders
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Case Western Reserve University Doctor of Management / OhioLINK
2013
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| Online Access: | http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568710731435231 |
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ndltd-OhioLink-oai-etd.ohiolink.edu-casedm15687107314352312021-08-03T07:12:54Z Credibility: A Foundation for all Leaders Spezza, Nicholas Joseph Higher Education Organizational Behavior leadership leader behavioral complexity work complexity trust competence goodwill credibility creativity We explore the leadership behaviors required for managerial success across modern organizational contexts. First we focused on a comparison of the lived experiences of higher education deans between those who entered their position from the traditional scholarly academic pathway and those who transitioned into the role from a senior corporate management position. Our second focus was on the effects of leadership attributes (creativity, complexity, and credibility) on managerial effectiveness (important outcomes such as employee satisfaction and goodwill) in regard to work complexity. In the first part we analyzed the interviews of twenty-one deans to explore their lived experiences and any emergent differences due to career path. All these leaders recognized the need for the ability to deal with a very complex work environment, the multi level multi dimensional stakeholder system (MLMDSS) of higher education. The emergent theme was the need for leaders to have credibility. This credibility provides the point of attachment to and influence of this MLMDSS. To explore this leadership attribute of credibility along with other important attributes, in the second part, we sampled 158 employees from 17 different industries. We find that the three parts of credibility (trustworthiness, competence, and goodwill) form two divergent paths. The first path is one of leader competence, which is supported by leader creativity. The second path, of goodwill, leads to employee job satisfaction, which is negatively effected by leader creativity. Additionally, we find that increased work complexity increases goodwill if employees view their managers as trustworthy; otherwise, the effect is negative. 2013 English text Case Western Reserve University Doctor of Management / OhioLINK http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568710731435231 http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568710731435231 unrestricted This thesis or dissertation is protected by copyright: all rights reserved. It may not be copied or redistributed beyond the terms of applicable copyright laws. |
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NDLTD |
| language |
English |
| sources |
NDLTD |
| topic |
Higher Education Organizational Behavior leadership leader behavioral complexity work complexity trust competence goodwill credibility creativity |
| spellingShingle |
Higher Education Organizational Behavior leadership leader behavioral complexity work complexity trust competence goodwill credibility creativity Spezza, Nicholas Joseph Credibility: A Foundation for all Leaders |
| author |
Spezza, Nicholas Joseph |
| author_facet |
Spezza, Nicholas Joseph |
| author_sort |
Spezza, Nicholas Joseph |
| title |
Credibility: A Foundation for all Leaders |
| title_short |
Credibility: A Foundation for all Leaders |
| title_full |
Credibility: A Foundation for all Leaders |
| title_fullStr |
Credibility: A Foundation for all Leaders |
| title_full_unstemmed |
Credibility: A Foundation for all Leaders |
| title_sort |
credibility: a foundation for all leaders |
| publisher |
Case Western Reserve University Doctor of Management / OhioLINK |
| publishDate |
2013 |
| url |
http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568710731435231 |
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