Browsing by Subject "Organization Development"
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Item Complex School-University Partnerships: University and University-System Leaders? Experiences(2015-03-26) Martin, Dorian NoelThe purpose of this study was to explore the experiences of university and university-system mid-level leaders? experiences in complex partnerships in which they have been involved. A complex partnership was defined as a codified ongoing collaborative effort that involves at least three different organizational entities. These complex partnerships are designed to leverage resources and personnel through developing shared capacity to fulfill a specific agreed-upon educational mandate. Two major areas comprise the focus of this inquiry: (a) the leaders? description about their practice in facilitating complex partnerships, and (b) factors that shaped the leaders? practices in relation to these partnerships. The leaders in this study were mid-level university-system or university managers who were involved in or had recent experience in facilitating complex partnerships. The study participants? experiences in complex partnerships were experienced from a qualitative perspective and through extensive open-ended individual interviews and document review. Ten mid-level leaders from university systems and universities in the United States were purposefully selected. The constant comparative analysis method was employed for data analysis and result interpretations. Five themes and three subthemes directly related to these leaders? participation in complex partnerships emerged from the data. The five themes were: (a) emerging needs; (b) relationships; (c) leadership; (d) accountability; and (e) staffing and infrastructure. The three subthemes were: (a) communication; (b) collaboration; and (c) driving force leadership. A model for organization development in a complex partnership was proposed to understand how these multi-organization partnerships function. Implications for HRD theory and practice were drawn and specific future research directions were discussed. This study provides insight that may inform HRD professionals when designing organization development interventions in a complex partnership.Item Managerial Coaching Behavior and Employee Outcomes: A Structural Equation Modeling Analysis(2012-10-19) Kim, SewonDuring the last two decades, managerial coaching has become increasingly popular in organizations. Despite its popularity, there is a paucity of empirical evidence in the study of managerial coaching outcomes. The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee self-reported affective and performance-related outcomes based on perceptions of selected organization employees. Three theories, path-goal leadership, career motivation, and organization support, were used to frame the hypothesized conceptual model of managerial coaching outcomes for the current study. The systematic review of relevant literature identified satisfaction with work, role ambiguity, satisfaction with manager, career commitment, job performance, and organization commitment for the potential outcomes of managerial coaching. A 36-item survey including seven existing instruments was utilized to collect data. An estimation of the readability level for the survey was Flesh-Kincaid Grade Level 7.1. The survey was sent electronically to all employees in the selected government organization. The sample included 431 respondents representing a population of 1,399 employees. Descriptive statistics, principal component analysis, Cronbach?s alpha estimates for reliability, correlation analysis, two-step modeling techniques for structural equation modeling, and Sobel tests were the analysis methods used in the study. The results of the analyses indicated that the hypothesized conceptual model was adequately supported by the empirical data of the study sample (?2/df = 3.53; CFI = .91; IFI = .91; RMSEA = .08). The further investigations suggested that managerial coaching had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, job performance, and organization commitment. Role clarity, as a direct outcome of managerial coaching, influenced job performance?such mediation was consistent with the hypothesized model for the study. The hypothesized model had clear and comprehensive illustrations of how managerial coaching affects work and organization-related variables, satisfaction with work, role clarity, career commitment, job performance, and organization commitment. This study provides empirical support to the proposed benefits of managerial coaching in organizations, and enhances the selected theories by offering additional empirical support to them.