Doctor of Philosophy, University of Akron, 2005, Secondary Education

Male leaders are viewed as more effective than female leaders as reported in the vast majority of research studies (Eagly & Johnson, 1990; Thompson, 2000; Vecchio, 2002). Research also supports the concept that supervisors of male and female leaders, if all else is equal, rate them equally effective (Eagly & Johnson, 1990; Powell, Butterfield, & Parent, 2002). With over 800 million (Schneider, 2001) spent on leadership development, training, and education in colleges, universities, and corporations the need and importance of quality and gender neutral curricula is increasingly important. The dollars spent on education and the disparity of perceptions of leader effectiveness precipitates the need to continue to examine the bases of these perceptions. The results of these examinations assist in the development of targeted leadership training and development. This study looked at both leader effectiveness and leader attributes of male and female leaders as perceived by male and female observers (peers and direct reports) and male and female supervisors. Using the Leader Effectiveness Index (LEI) and the Leader Attributes Inventory (LAI), this study examined the effectiveness and attributes of leaders in business and industry. Each leader in this study had a matching pair of male and female observers who provided their perceptions of leader effectiveness and attributes to determine the presence of gender bias. The study found that female leaders were viewed as more effective leaders than male leaders by both male and female observers while male and female supervisors found male and female leaders equally effective. Female leaders were perceived at having higher ratings on 17 out of 37 attributes and female observers and female supervisors rated both male and female leaders higher on selected attributes. Finally this study found that except for nine attributers where female leaders were rated higher, male and female supervisors rated male and female leaders equally on th (open full item for complete abstract)

Committee: Qetler Jensrud (Advisor) Subjects:

Ph.D., Antioch University, 2025, Leadership and Change

Imagine a workplace where supervisors centered the dignity of each unique individual and sought to honor each person in their wholeness. This type of work environment moves beyond a toxic culture to a space that fosters flourishing, growth, and inclusion. Given that supervisors play an integral role in the experiences of staff members, this study explored the experiences of supervisors in promoting workplace dignity across cultural differences within higher education. With a focus on relational practices and a positive framing, this research sought to develop a nuanced understanding of dignified leadership across social identity differences. Leveraging a constructivist grounded theory methodology, it explored how supervisors identified as exemplars by their direct reports fostered dignity in the workplace. Insights from this study contributed to a theory of workplace dignity that provided practical and ethical guidance for supervisors, highlighting the integral role of leadership in cultivating a positive organizational culture and sustaining flourishing employee relationships across social identity differences. This dissertation is available in open access AURA (https://aura.antioch.edu) and OhioLINK ETD center (https://etd.ohiolink.edu).

Committee: Harriet Schwartz PhD (Committee Chair); Aqeel Tirmizi PhD (Committee Member); Michael Kocet PhD (Committee Member) Subjects: Educational Leadership; Ethics; Higher Education; Higher Education Administration; Social Research

Doctor of Education (Ed.D.), Bowling Green State University, 2023, Leadership Studies

This correlational study examined the competency of crisis readiness and leadership of ice arena managers using a cross-sectional survey. The target audience was ice arena owners, managers, and operators of ice arenas in the United States and Canada. The researcher examined which factors (ice arena characteristics) best predict ice arena managers' Crisis Readiness as well as group differences in Crisis Readiness. The Crisis Readiness Survey, which consisted of 61 items, was emailed and/or posted to participants. Twelve questions gleaned demographical information, while the remaining items generated nine subscales: Emergency Evacuation Planning, Agency Calibration, Spectator Control, Policies and Procedures, Liability, Emergency/Crisis Management, Credential Control, Perimeter Control, and Crisis Leadership. The subscales were measured using a 5-point scale from 1 (very low capability) to 5 (very high capability). Subscales were calculated as the mean of respective items. The mean of 42 items generated the variable Overall Crisis Readiness. The data indicated statistically significant differences in Crisis Readiness by Participation in Training. The more training ice industry professionals obtain, the better prepared they will be to manage a crisis and lead their staff through it. Whereas Education Levels, Years of Experience, and Job Title did not generate statistically significant differences in Crisis Readiness subscales and overall. Participation in Training was found to be the best predictor of Overall Crisis Readiness, based on the predictive model Y = 2.43X + 2.59. However, Participation in Training only accounted for 5% variance in Overall Crisis Readiness. When comparing the United States and Canada, Canadian ice arena managers reported significantly higher competency in Evacuation Planning.

Committee: Rachel Vannatta Ph.D. (Committee Chair); Janet Hartley Ph.D. (Committee Member); Monica Moll Ph.D. (Committee Member); Kristina LaVenia Ph.D. (Committee Member); Paul Johnson Ph.D. (Committee Member) Subjects: Educational Leadership; Management

PhD, University of Cincinnati, 2023, Nursing: Nursing - Doctoral Program

Background: Nurse leaders need to pay attention to their own wellbeing by understanding what leads to burnout. The aims of this dissertation are to: (a) review the evidence and determine how transformational leadership (TFL) characteristics are associated with burnout among nurse leaders; (b) identify the differences in burnout between male and female nurse leaders while considering work-life balance and COVID-19 impact; and (c) investigate the relationship between TFL and burnout by examining the mediating effect of stress, role overload, peer support, and work-life balance. Methods: Using PRISMA guidelines, an integrative review and critique of 11 articles was conducted. Personal burnout, work-related burnout, client burnout, work-life balance, and COVID-19 impact were assessed through a gender lens in a sample of 210 nurse leaders using ANCOVA testing. The relationship between TFL and burnout was investigated while examining the mediating effect of stress, role overload, peer support, and work-life balance in a sample of 210 nurse leaders using multiple regression analysis. Results: Findings from the integrative review aid in developing a better understanding of the general construct of TFL and burnout among nurse leaders; however, studies exhibited several limitations warranting further research in this area. Females had significantly higher personal burnout than males (Mean 56.2 vs. 49.3, F= 5.853, p = 0.019). Males had significantly higher client related burnout than females (Mean 45.3 vs. 34.8, F= 7.014, p = 0.008). Quantitative data derived from the multiple regression analysis revealed that among transformational nurse leaders, inspirational motivation skills (p <.000, 95% CI [6.8, 2.6]), work-life balance (p = 0.022, 95% CI [5.7, 0.4]), stress (p <.000, 95% CI [4.1, 11.0]), role overload (p <.000, 95% CI [2.2, 5.7]), and peer support (p = 0.001, 95% CI [4.6, 1.2]) were all retained as significant predictors of the burnout score. Concl (open full item for complete abstract)

Committee: Gordon Gillespie Ph.D. (Committee Chair); Carolyn Smith Ph.D. (Committee Member); Kermit Davis Ph.D. (Committee Member) Subjects: Nursing

Doctor of Business Administration (D.B.A.), Franklin University, 2022, Business Administration

The practical sense of business in female entrepreneurship as it relates to the concept of intrinsic and extrinsic creative behaviors of female entrepreneurs working in the United States is the main focus of this study. The field of female entrepreneurship is growing with the participation of women with or without full-time jobs in standard employment, with or without formal business education, and with or without equal access to financial resources compared to their male counterparts. This study aims to capture the definition of success and how female entrepreneurs perceive success. Utilizing convenience sampling, this qualitative study conducted semi-structured interviews with 15 successful female entrepreneurs in a major Midwest metropolitan area. With dual roles in work and family, the female entrepreneurs engage in a role of chaotic business management and self-branding with a quest for work/life balance. Their pursuit of a lifestyle business brings about a direction of working within an area of great interest, commonly called a passion. This passion allows for exploring what the female entrepreneur enjoys and a quest to produce a profit from that inspiration. Emergent themes resulting from this study are definitions of success, pandemic challenges, entrepreneurial credibility, social networking, business investment, brand management, creativity, innovation, profit design, and authentic leadership. One core result of this qualitative study is a theory called female entrepreneurial design. The female entrepreneur creates an organizational life unique to her personal style and business brand through personal self-care and professional investment.

Committee: Kenneth Knox (Committee Chair); Bora Pajo (Committee Member); Timothy Reymann (Committee Member) Subjects: Business Administration; Business Community; Business Education; Communication; Design; Educational Leadership; Entrepreneurship; Management; Organization Theory; Organizational Behavior; Social Research; Systems Design; Womens Studies

Doctor of Education (Ed.D.), Bowling Green State University, 2019, Leadership Studies

The variation in needs and expectations between generational cohorts can make it difficult for organizations to create human resource, talent development, and supervisory policies to fit all employees. Low job satisfaction may lead to several adverse outcomes such as low retention and organizational commitment, low productivity, and low morale studies. In addition, research on generational differences in job satisfaction has led to contradictory findings. A correlational research design with a cross-sectional survey was implemented utilizing a multiple regression analysis to explore which facets of job satisfaction (Work Itself, Pay, Promotion, Coworker, and Supervision) best predicted Overall Job Satisfaction for each generational cohort. A discriminant analysis was also conducted to determine if a prediction of generational cohort membership could be established based on facets of job satisfaction. Multiple regression results indicate that Coworker, Work Itself, and Supervision Facets were the strongest predictors in the model of Overall Job Satisfaction for Baby Boomers; Coworker and the Work Itself Facets were the strongest predictors of Overall Job Satisfaction for Generation X; the Work Itself and Supervision Facets were the strongest predictors of Overall Job Satisfaction for Millennials. The data failed to yield a prediction of cohort membership based on facets of job satisfaction. Positive Affect was included in all analysis and was found not to be a confounding variable of job satisfaction for the sample. The results from this study concluded 1) generational cohorts do place varying degrees of value on facets of job satisfaction; 2) generational differences across facets are subtle; 3) all cohorts place a high value on the Work Itself Facet, and 4) the Coworker and Supervision Facets are significant influencers for the majority of the cohorts. Based on the facets included in the models, there were several implications for leadership with strong connecti (open full item for complete abstract)

Committee: Rachel Vannatta Ph.D. (Committee Chair); Jill Zeilstra-Ryalls Ph.D. (Other); Steve Jex Ph.D. (Committee Member); Judith Jackson May Ph.D. (Committee Member); Patrick Pauken J.D., Ph.D. (Committee Member) Subjects: Occupational Psychology; Organizational Behavior

Doctor of Philosophy, The Ohio State University, 1981, Graduate School

Committee: Not Provided (Other) Subjects: Psychology

Ph.D., Antioch University, 2010, Leadership and Change

The context of leadership has evolved to incorporate greater social identity differences. Therefore, learning ways to navigate differences in social identity becomes important work leaders must now do. Because these differences surface in relationship with others, examining a relational framework helps us understand the nature of what happens between people (Ely & Roberts, 2008). This study explored the processes by which Black African American and White European American women enact leadership by creating and sustaining cross-race relationships as they work to change unjust systems around them. Using grounded theory methodology (Charmaz, 2006; Strauss & Corbin, 1990), a model was developed using the metaphors of "insular bubble," "protective shell," and "ecosystem" that illuminates the processes and strategies Black African American and White European American women use to create and sustain effective cross-race working relationships. The findings also generated a typology of tools, described as "nurturing the ecosystem" that each person in the relationship can use to create space in which to demonstrate positive ways of expressing social identity. These tools can be used in intrapsychic, interpersonal, and extra-relationship arenas. Focusing on race and gender as primary social identity differences, this question also took into account the systems that create patterns of domination and marginalization around those identities. Therefore, this study contributed to the leadership and change literature by illustrating the processes by which leaders can effectively incorporate a focus on social justice into their work, specifically in cross-race working relationships. The electronic version of this dissertation is at OhioLink ETD Center, www.ohiolink.edu/etd.

Committee: Lize Booysen DBL (Committee Chair); Elizabeth Holloway PhD (Committee Member); Stella M. Nkomo PhD (Committee Member); Laura Morgan Roberts PhD (Other) Subjects: African Americans; Gender; Minority and Ethnic Groups; Social Psychology; Social Research; Womens Studies