Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.706806
Title: Minimizing change fatigue amongst directors and managers through introducing an authentic leadership style at a small university in the southwest United States
Author: Nunnelly, Laura
ISNI:       0000 0004 6059 0882
Awarding Body: University of Liverpool
Current Institution: University of Liverpool
Date of Award: 2016
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Abstract:
This study was conducted to examine the effects of continuous change on managers and directors in a small art and design university in the United States by introducing a leadership style that may be more effective for them to guide their teams through organizational change initiatives. Specifically, this study explored the introduction of Authentic Leadership (AL) concepts to a group of seven employees at a director or manager level who lead functional area teams. The aim was to identify the impact that authentic leadership might have in overcoming change fatigue. Data were collected over a three-month period through 1) a questionnaire, relating to their level of change fatigue, 2) an Authentic Leadership workshop, introducing authentic leadership concepts, 3) a participant reflective journal, recording incidents of where the director or manager used authentic leadership concepts, 4) a follow-up questionnaire, establishing whether a change in perception of their own change fatigue had occurred and 5) a focus group, gauging participants' thoughts on authentic leadership and change fatigue. The analysis occurred by uncovering themes that emerged from the qualitative data and categorizing them to understand the participants' experiences. The results indicate that participants' views resonated with the authentic leadership concepts of self-awareness and positive behaviors and their subsequent actions show the beginnings of incorporating authentic leadership into their daily practice. Additionally, the identification with change fatigue behaviors was apparent and a connection was made between identifying these behaviors from an introduction of authentic leadership. The findings shaped an emerging conceptual framework of the impact of self-awareness on the participants and how self-awareness can influence positive behaviors and unmask change fatigue identification. Recommendations for practice and further research are discussed.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ed.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.706806  DOI: Not available
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