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1.
The power of forgotten opinions: Why an organization chooses inaction over the public's safety
by Shimazoe, Junko, Ph.D.  The University of North Carolina at Chapel Hill. 2012: 251 pages; 3549651.
3.
Leadership: Outdated Theories and Emerging Non-traditional Leadership
by Martin, Warren, D.B.A.  Northcentral University. 2018: 149 pages; 10688717.
5.
Listening to organizational change: Exploring dialogue during sensemaking
by Stratton, Dianna L., M.A.  Gonzaga University. 2012: 50 pages; 1516401.
10.
Investigating Culture: A Qualitative Study of a Human Service Organization's Culture
by Jaques, David W., Ph.D.  The Chicago School of Professional Psychology. 2014: 190 pages; 3630080.
13.
Developing Effective Leadership: Exploring the State of Vertical Development in Practice
by Jones, Hannah Elise, M.S.  Pepperdine University. 2018: 97 pages; 10838070.
20.
Leading with humor: A quantitative, correlational study of humor styles and organizational culture
by Lake, Eric, D.M.  University of Phoenix. 2008: 197 pages; 3313925.
21.
Work attitude differences among subgroups of part-time workers: Testing competing theories
by Crowe-Taylor, Mary Alice, Ph.D.  University of Georgia. 2013: 111 pages; 3586044.
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Implicit theories of motivation: A scale development project
by Weidner, Nathan, M.A.  Wayne State University. 2010: 108 pages; 1487840.
25.
How a Professional Services Firm Has Adapted Learning for the New Digital Age
by Fanning, Bridget A., Ed.D.  University of Pennsylvania. 2019: 285 pages; 13904053.
29.
Community-level crime control: A closer look at the mediating variables of social disorganization theory
by Armstrong, David P., Ph.D.  State University of New York at Albany. 2010: 145 pages; 3428106.
30.
A case study: Behavioral epigenetic applications of leadership and leadership effectiveness
by Toppel Whiting, Hollie Kopp, Ed.D.  Argosy University/Phoenix. 2016: 231 pages; 10300679.
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