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Dissertation/Thesis Abstract

Leadership Compensation Abuse: A Stakeholder Perspective
by Cash, Timothy M., D.B.A., University of Phoenix, 2010, 199; 3463231
Abstract (Summary)

A purposeful, nonprobability, criterion sample of 20 employee-stakeholders participated in this qualitative, phenomenological study. The study included a modified van Kaam method by Moustakas using digital audio recordings and transcriptions of semistructured interviews. The criterion for the selection of study participants was direct experience with leadership compensation abuse in the workplace. The 20 interviewees shared their lived experiences pertaining to the phenomenon under study. Transcribed interview data using QSR NVivo 8 data analysis software revealed the following new themes: (a) ethics is knowing right from wrong, (b) descriptions of ethical behavior, (c) identifying organizational stakeholders, (d) types of executive compensation abuse, (e) participant observations of organization and people, (f) how pay abuse phenomena affected me, and (g) transparency and communication are imperatives. Findings indicated because the phenomenon of leadership pay abuse is alarming and widespread, leaders should pay close attention to how their actions, behaviors, and decisions affect employee-stakeholders.

Indexing (document details)
Advisor: Dunfee, Charlene
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 72/09, Dissertation Abstracts International
Subjects: Ethics, Management
Keywords: Business ethics, Compensation abuse, Executive compensation, Executive pay abuse, Leadership, Management
Publication Number: 3463231
ISBN: 978-1-124-75086-6
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