Dissertation/Thesis Abstract

Leadership and absenteeism: A qualitative phenomenological case study
by Craig, Bentley James, D.B.A., University of Phoenix, 2008, 287; 3340806
Abstract (Summary)

Organizational performance and absenteeism represent significant areas of interest for organizational leaders. Gale (2003) reports that 83% of companies surveyed in 2002 believe that unscheduled absenteeism is likely to stay the same or get worse in the next two years. Union environments offer an added challenge to organizational leaders, where sick leave policies are typically more generous and prone to higher absenteeism (Drago & Wooden, 1992; Leigh, 1986). In reaction to sharp levels of increased competition, many businesses are forced to restructure their labor-management practices and amend their labor-management relations (Deery & Iverson, 2005). This qualitative phenomenological case study utilized a modified Van Kaam method by Moustakas with in-depth, semi-structured interviews to explore the perceptions of a purposive sample of front line leaders in a closed-shop union environment. Data suggested that behaviors and traits of the leaders and actions involving communications, consistency in the decision-making processes relative to absenteeism, and the need for a combined culture of shared reality positively influence union associate absenteeism.

Indexing (document details)
Advisor: Roberts, Chris
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 69/12, Dissertation Abstracts International
Subjects: Management, Labor relations
Keywords: Absenteeism, Consistency in decision-making, Labor-management practices, Leadership, Qualitative phenomenological case study, Unionization, Unionized environment
Publication Number: 3340806
ISBN: 978-0-549-95745-4
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