Matching Items (8)
Filtering by
- All Subjects: Leadership
- Creators: School of Public Affairs
Description
Social entrepreneurship has received a great deal of attention in recent years. Scholars constantly debate of the meaning of the term and the direction of the field. This paper explores literature written between the years 2010 \u2014 2015 in an effort to understand the current state of social entrepreneurship and gain insight as to the direction it is headed. This paper looks at definitions, characteristics, geographical differences, legal designations, and major themes such as social enterprise, social innovation, & social value as well as the implications for performance measures in an attempt to understand the broad concept that is social entrepreneurship.
ContributorsTalarico, Anthony (Author) / Shockley, Gordon (Thesis director) / Hayter, Christopher (Committee member) / Department of Management (Contributor) / School of Public Affairs (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
Description
Based upon personal involvement from August 2010 to July 2014 as a Marine Option Midshipman within the ASU Naval Reserves Officer Training Corps (NROTC), being a student of leadership training within my degree plan, and gender difference research I conducted, this creative project addresses potential issues that reside within the ASU NROTC and the ways in which the program overall can be changed for the Marine Options in order to bring about proper success and organization. In order to officially become a Marine within the Unites States Marine Corps, it is necessary for Marine Option students to fulfill Officer Candidate School (OCS) at Quantico, Virginia. As the first female to go through OCS as a midshipman from the ASU NROTC, I found that there is an inadequate amount of preparation and training given in regards to the gender differences and what is to be expected for successful completion. I will offer a brief history regarding the NROTC across the Unites States and the ASU NROTC itself. These subjects will cover the program layouts as well as the leadership training that is required and provided within it and the ways in which this is conducted. I will then compare and contrast this to the leadership training given to me within my study of Leadership and Ethics regarding the transformational leadership, gender-based leadership, and coercive leadership. Finally, I end my thesis with a reflection of personal experiences taken away from these avenues and offer recommendations to better equip the ASU NROTC program in having successful retention and success of the female Marine Option midshipman.
ContributorsCamarena, Leonor Jimenez (Author) / Lucio, Joanna (Thesis director) / Warnicke, Margaretha (Committee member) / Barrett, The Honors College (Contributor) / School of Public Affairs (Contributor)
Created2014-12
Description
An information influx and numerous modes of content delivery has resulted in local governments competing for the public's attention. A recent poll from the Public Technology Institute discovered that although 85% of Local Governments use social media to disseminate information to their constituents, only 37% have an enterprise-wide social media strategy (PTI, 2017). Without a clear approach towards social media, Local Governments are failing to maximize their voices and often ineffective when reaching out to their constituents. Research has suggested, charisma is a successful tool for capturing an audience's attention and conveying a memorable message. Charisma can also be taught and executed not only through spoken rhetoric but in online social media platforms. Within this study, 18 local government employees participated in an educational workshop on the use of nine non-verbal "Charismatic Leadership Tactics". Participants completed a pre-workshop assignment which was later compared to a post-workshop assignment. Results showed, participants on average, increased their use of Charismatic Leadership Tactics by a mean of 61%. Researchers collected social media analytics one month prior and one month following the workshop from the City's social media accounts in which participants managed. Collectively, of the thirteen social media accounts, the overall total engagement was greater the month after the educational workshop compared to the month before the workshop. These results suggest charisma can be taught, charisma can be conveyed through micro-blogosphere platforms such as Twitter, and the use of Charismatic Leadership Tactics could be responsible for increasing follower engagement with social media content.
ContributorsPrior, Thomas Cole (Author) / Jensen, Ulrich (Thesis director) / Lewis, Natalie (Committee member) / School of Public Affairs (Contributor) / W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Accountability has been commonly referred to in the literature as a person’s expectation about others’ evaluations. However, in this study, I develop an alternative perspective of leader accountability by defining it as an individual’s degree of ownership regarding good or poor performance and acceptance of associated rewards or disciplinary actions. Based on attribution theory, leaders can have internal and external ownership regarding good and poor performance. I propose that accountability can be categorized into two correlated but distinct aspects: self-benefitting and other-benefitting. Leader self-benefitting accountability refers to leaders’ attributions towards their own benefits (i.e., internal attribution of good performance and external attribution of poor performance). Leader other-benefitting accountability reflects leaders’ attributions towards others’ interests (i.e., internal attribution of poor performance and external attribution of good performance). Using multiple samples, I develop and validate a leader accountability scale, and then test a theoretical model with a focus on leader accountability and collective accountability (i.e., a group of individuals’ degree of ownership) by collecting data from 57 leaders and 162 followers in three Chinese companies. The findings show that leader humility is positively related to leader other-benefitting accountability. Both leader self-benefitting and other-benefitting accountability are associated with collective self-benefitting and other-benefitting accountability, respectively. Moreover, the relationship between leader self-benefitting and collective self-benefitting accountability is enhanced when the leader has high organization prototypicality. Furthermore, collective self-benefitting accountability decreases leader effectiveness and team effectiveness, while collective other-benefitting accountability increases leader effectiveness.
ContributorsWang, Danni (Author) / Waldman, David (Thesis advisor) / Zhang, Zhen (Thesis advisor) / Balthazard, Pierre (Committee member) / Arizona State University (Publisher)
Created2016
Description
This dissertation addresses two issues in the literature on informal leadership emergence (i.e., the process of an individual without a formal leadership position coming to exert leadership influence over others). First, scholars have focused on situations in which a focal person’s leadership claiming is aligned with a peer’s leadership granting. In doing so, past work has overlooked instances of misalignment, that is, when a focal person claims more leadership than a peer grants (i.e., overclaiming) or when a peer grants more leadership than a focal person claims (i.e., underclaiming). Second, the consensus in the literature suggests that emerging as an informal leader provides more beneficial outcomes to the individual and their team than non-emerging. However, I argue that this assumption may not be warranted in some situations, for example when a focal person’s lack of claiming is aligned with a peer’s lack of granting. Drawing on the leadership identity claiming and granting framework, I postulate four forms of informal leadership (non)emergence, namely (1) dyadic emergent leadership, (2) dyadic leadership absence, (3) overclaiming, and (4) underclaiming. Based on role theory, I then build theory regarding their effects on behavioral consequences through affective and cognitive mechanisms. More precisely, I suggest that forms characterized by congruence in leadership claiming and granting (as opposed to forms characterized by incongruence) result in increased peer backing-up behavior towards the focal person (mediated by enthusiasm and respect) and reduced peer social undermining (mediated by anger and revenge cognitions). I further hypothesize asymmetrical incongruence effects and consider a focal person’s prosocial motivation as a boundary condition. I conducted three studies to examine my theorizing. In Pilot Study 1 (N = 199), I adapted and validated a measure to assess leadership claiming and granting. In Pilot Study 2 (N = 151), I shortened established measures. In the Main Study (N = 279), I tested my theoretical predictions yielding mixed findings. Whereas I find support for the congruence effect on backing-up behavior, all other hypotheses were not supported. I report supplemental analyses to examine these null results and discuss the theoretical, empirical, and practical implications of this research.
ContributorsVaulont, Manuel J (Author) / LePine, Jeffery A (Thesis advisor) / Zhang, Zhen (Committee member) / Craig, Jennifer N (Committee member) / Wellman, Ned (Committee member) / Arizona State University (Publisher)
Created2021
Description
This study develops a theoretical model that explains how leaders come to adapt their leadership behaviors to achieve follower effectiveness. Mindfulness theory suggests that mindful individuals are better able to engage in self-regulation and I consider empathy, response flexibility, and emotional regulation as three self-regulatory processes in particular which likely impact the leader-follower relationship. I suggest that leaders who have the ability to self-regulate in these three ways will be better able to engage in leadership behavior characterized by adapting or flexing the specific types of leadership they demonstrate according to the needs of the situation and what their followers most require at a given time to perform at their best. When followers receive the type of situationally-appropriate support in the form of leader behavior, they are more effective (e.g. have higher job performance and extra-role performance). I validate a new trait and state measure of workplace mindfulness with multiple samples and utilize this new scale to collect data from leaders and followers from a government organization to test the theoretical relationships proposed in this study. I utilize an experience sampling methodology (ESM) design over 10 days to investigate the within-leader variation among variables in the study given theory suggesting the dynamic nature of the mindfulness, self-regulation, and situational leadership constructs which may not adequately be captured when data are collected at one point in time. Finally, I introduce organizational constraints as a moderator of the relationship between leader mindfulness and leader self- regulation in order to understand how stressors and strains outside the control of a leader may overload a leader’s ability to ultimately self-regulate his/her behavior.
ContributorsReina, Christopher Stephen (Author) / Peterson, Suzanne J (Thesis advisor) / Kinicki, Angelo (Thesis advisor) / Zhang, Zhen (Committee member) / Arizona State University (Publisher)
Created2015
Description
With a fresh democratic energy emerging from newer generations, there is an increasing
number of youth becoming politically active and civically engaged. Many of whom are active
and engaged are college students, seeking change not only within politics and society, but within
their institution. At Arizona State University (ASU), the institution is spread across four unique
campuses in which each of the campuses holds its own undergraduate student government.
Within the Associated Students of Arizona State University (ASASU), each Undergraduate
Student Government (USG) experiences low voter turnout every year in their elections and high
turnover rates. Understanding why students chose to be involved in the first place is a major
question.
number of youth becoming politically active and civically engaged. Many of whom are active
and engaged are college students, seeking change not only within politics and society, but within
their institution. At Arizona State University (ASU), the institution is spread across four unique
campuses in which each of the campuses holds its own undergraduate student government.
Within the Associated Students of Arizona State University (ASASU), each Undergraduate
Student Government (USG) experiences low voter turnout every year in their elections and high
turnover rates. Understanding why students chose to be involved in the first place is a major
question.
ContributorsAlvarado, Yasmin Teresa (Co-author) / Alvarado, Yasmin (Co-author) / Anderson, Derrick (Thesis director) / Wang, Lili (Committee member) / School of Public Affairs (Contributor, Contributor) / School of Politics and Global Studies (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
Leadership, as a field of study, has suffered under the dialectic between an ephemerality which keeps the true nature of leadership difficult to quantify and an ardent desire to have leadership fully understood so that societal institutions may improve. It is the primary focus of this research to view leadership as the collection of skills that an individual develops over time which allows them to demonstrate leadership ability regardless of their actual position within an organization. Through a review of the leadership skills literature, a potentially unifying framework for understanding and measuring leadership skills was extrapolated: Mumford, Campion, and Morgeson’s Leadership Skills STRATAPLEX (2007). In order to determine the ability of the framework to serve as a unified model between the divergent characteristics of the public and private sectors, a limited replication study was performed on a targeted sample of Human Resources (HR) leaders in the public and private sectors. The study consisted of a twenty-three-question survey which captured the HR leaders’ years of experience, sector type (sector of employment), and their self-rated measurement of the twenty-one leadership skills needed to perform in their position. Through the limited replication study, it was found that there existed no statistically significant difference between the sector type and any of the twenty-one leadership skills within this replication study. Although it should be noted that some of the leadership skills did approach statistical significance, a more robust replication of the STRATAPLEX for the explicit purpose of determining a relationship between sector type and the twenty-one leadership skills would prove useful in determining the veracity of these results. The results of this study serve to doubly inform leadership researchers of the possibility of creating a unified leadership skills framework as well as demonstrating to organizational leaders the value in producing leadership training which models this framework as its foundation for all leadership positions.
ContributorsAppelhans, Noah Michael (Author) / Knott, Eric (Thesis director) / Macafee, Lisa (Committee member) / Department of Management and Entrepreneurship (Contributor) / School of Politics and Global Studies (Contributor) / Dean, W.P. Carey School of Business (Contributor) / School of Public Affairs (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05