In the 21st century, a leader must consider a multitude of situations, including an accelerated environment, spurred by technology, global economic situations, and changes to the organizational environment, as noted by Friedman (2016). However, a gap exists in the scholarship surrounding how leaders adapt and adopt their approaches to address these challenges. For organizations to combat such external forces, other organizational internal forces, such as leadership and leadership development scenarios, must be optimized. As such, a focus on identifying the factors that lead to the adoption of a leadership style in the current environment could protect against external threats. Similar to Fiedler’s (1964) contingency theory, this study focused on the factors that influence current leaders in a manufacturing environment, while also considering the organization’s situation. This study also considered the organizational culture based on leadership qualities, what internal and external forces affect the leader’s situation, and the alignment of an organization’s culture based on leadership qualities in use and the organization’s situation. To accomplish these goals, the study was a case study of a 21st century manufacturing organization, using face-to-face interviews and two questionnaires. To identify the organization’s culture based on leadership qualities in use, as identified by Bass and Avolio’s full range of leadership model (FRLM; 2004), the Organizational Description Questionnaire (ODQ) was used. The ODQ was derived from Bass and Avolio’s identified leadership qualities and Burn’s model of transformational leadership (1978) and is an instrument that identifies culture based on leadership qualities in use. For the identification of the external factors, the study used Miller’s (1993) Perceived Environmental Uncertainty (PEU) questionnaire. The face-to-face interview focus was on the identification of factors that have led to leadership style adoption and organizational situation alignment. Together, the interviews and questionnaires provide a snapshot of the case study organization and gain insight into how/why the case study leaders adapt their leadership styles. The leaders identified previous experience and the influence of other leaders as having the greatest influence on their leadership style. The leaders also identified a unified and supported organizational approach as key to any leadership style change.
|Commitee:||Stahley, James, Houghton, Peggy M.|
|School:||Baker College (Michigan)|
|Department:||Center for Graduate Studies|
|School Location:||United States -- Michigan|
|Source:||DAI-A 82/6(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management|
|Keywords:||21st century, COVID-19, Leadership, Management, Manufacturing, Transformational|
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